Technology as Opportunity for Law Firms

Business Technology Law FirmsTechnology is both a threat and an opportunity for law firms. On one end, technology has opened the door for market disruptors like LegalZoom and Rocketlawyer who provide some legal services faster and cheaper than law firms.  Some of the low-hanging fruit that law firms and attorneys used to be able to count on is disappearing–or long gone.  In a recent research study by Altman Weil, 21% of law firms surveyed said technology was a threat right now, and 53% of firms described technology as a future threat.  But in many ways, technology is an opportunity for law firms.  The proper technology can help law firms be better and faster, and it can provide law firms with the ability to provide clients with helpful information and analysis much faster than ever before. In our final installment of Re-Envisioning the Law Firm: How to Lead Change and Thrive in the Future, the survey from MPF Insight, the National Law Review will offer an overview of the recommendations surrounding technology in law firms offered in the survey.

Robert A. Young[1] Former Chair, ABA Law Practice Division:

Technology has been increasingly important for today’s law firm with many experts predicting that it will soon surpass rent as your firm’s #2 expense after salaries.  The time has come for managing partners to take a stronger and more proactive role in learning more about this vitally important area.

Having a plan for how technology fits in with your firm’s practice is a crucial part of any leadership strategy.  Additionally, having an effective and robust cybersecurity policy in place is essential in today’s data-driven world.

Law Firms are investing more in technology.  In 2016, firms surveyed increased law firms increased investment in the following areas by the following percentages:

  • Cybersecurity, 23% of respondents increased investment
  • Website, Internet & Digital marketing, 20% of respondents increased investment
  • Case Management Software, 12% of respondents increased investment
  • CRM & Database, 10% of respondents increased investment
  • Competitive Intelligence, 5% of respondents increased investment
  • Legal Research, 2% of respondents increased investment

Circle Graph Law Firm Technology SpendingFor obvious reasons, Cybersecurity is the top area for new investment with law firms. In fact, a Chase Cost Management survey report released in 2015 showed that AMLaw 200 firms spend an average of $8,000 per full-time equivalent on information security.  As a major concern for law firms and their clients it is imperative that firms have all employees trained and all client data safely secured.  Having cybersecurity as a living breathing part of your technology plan can help you reap the benefits of technology safely, and your firm and your clients will benefit.  However, good cybersecurity isn’t simply changing your password every six weeks; it is a vital skill set that must be understood from the top down.

Sharon Nelson[2],  president of a digital forensics, information technology and information security firm says:

If your management mindset isn’t there, you are stuck in technological obsolescence.  Good cybersecurity is good risk management, and better yet, a marketing tool to use with clients.  Don’t just delegate this, that does not work.  Learn it yourself, as much as you can-and lead by being knowledgeable–that’s how you ensure the future of your firm.

Website, Internet and Digital marketing is another area of growth in terms of law firm investment.  Digital marketing tools can help a firm better target their marketing activities.  Re-envisioning says, “The reach is as big or as small as you want it to be and the subject matter can be much more focused, speaking directly to industries and communities through email and social media channels.”  By using the technology and data-gathering tools available, law firms can maximize their digital footprint and reach many more potential clients.

A final recommendation from the survey, “Don’t be held hostage by your technology vendors.”  By embracing open-sourced Customer Management services and web development platforms, your firm can create a product that works seamlessly into your processes.  The time and effort put in up front will pay off with the flexibility available in the end.

Technology is not going away, and the negative elements of technology are already happening.   In order to enjoy the benefits technology has to offer, Law firm leadership needs to find the ways that technology can benefit their firms, their attorneys, and their clients.

ARTICLE BY Eilene Spear
Copyright ©2017 National Law Forum, LLC

This is the sixth article in this series.  Please find the earlier articles below:

Time for a Change in Law Firm Leadership: A Preview of Re-Envisioning the Law Firm

Innovation, Change and Accountability: A Way Forward for Law Firm Leadership

Strategic Planning in Law Firms: Essential Steps for Success

Marketing Legal Services: It’s Everybody’s Job

Recruitment, Retention and Problematic Partners in Law Firms


[1] Former Chair, ABA Law Practice Division and Former Managing Partner of English, Lucas Priest & Owsley

[2] President, State Bar of Virginia and Sensei Enterprises

Legal Marketing: Finding Internal Champions and Other Blogging Strategies that Work

Blogging StrategiesDoes your law firm have one or more blogs? Chances are, one in four of you will nod yes. According to the most recent ABA Legal Technology Survey, about 26 percent of law firms currently have blogs, continuing a rising trend over the past few years. And of those lawyers who blog, an average of 40 percent have been able to attribute new clients as a result of that activity.

The ABA Journal wrote in April this year about an October 2015 LexisNexis survey concerning law firms and marketing. The survey indicated that “a majority of firms said they are planning to increase their investment in blogging and content marketing this year. According to LexisNexis, of the roughly 400 law firms that responded to the survey, 57 percent said they anticipated doing more blogging as a means of generating business.”

With all signs pointing to the fact that blogging is an effective element of a comprehensive business development strategy, what is holding your firm back?

Jacqueline Madarang, senior marketing technology manager at Bradley, provided many tips and recommendations for making the most of a law firm blog at the Legal Marketing Association Southeastern Chapter annual conference in September. She should know, since the firm has launched five blogs under her deliberate and effective guidance in the past two years.

“There are certain action items that must be done before we will even consider launching a new blog,” said Madarang. “We have a long checklist. It includes a lot of behind-the-scene commitments, such as that attorneys who request a blog have to seek their practice group leader’s approval and also meet with us. They must commit to writing at least two blog posts a month and they have to find at least two editors for the blog. They also are required to submit at least five blog posts before we will launch the blog, and we create a timeline on a calendar of blog development and content development that we follow.”

Find Your Internal Champion

“We have found that the attorney who requests to develop a blog becomes our internal champion in making the blog successful. After the practice group leader supports the effort, we have another champion. We work hard to earn their trust, we seek press and other coverage and awareness of the blog when it goes live, we show them results of their posts, we look to get their content repurposed through media interviews or published as bylined articles, and we always provide them with the support they need to keep it going,” said Madarang.

“We felt even greater success after large Fortune 100 companies (not clients, yet!) emailed our bloggers and complimented them when they were mentioned in our blogs; when Forbes reporters reached out directly to our attorneys because of a blog post; when reporters who followed cases our attorneys blog about asked about status of cases; and when we opened new matters from blog posts.”

“Our internal champions have become helpful advocates who have furthered our own PR within the firm about blogging and the successes we are having,” Madarang said.

Why Do a Blog?

Madarang poses this question to the attorneys to develop a strategy with defined goals and objectives. Some motivations include:

  • Build online visibility to help drive business development

  • Raise their profiles as thought leaders in the industry

  • Become a go-to resource in the area/industry

  • Boost their Google search engine ranking results

She said the firm’s marketing department has to complement and work cooperatively with the attorneys.

“They have to work together,” Madarang said. “The attorneys are the ones writing about the legal topic, but marketing provides the platform and provides all the marketing, social media and technical support.”

What Should I Write About?

“This is a frequent barrier for producing quality blog content,” noted Madarang. She offers these helpful tips for generating topics:

  • Write about topics you are passionate about. If you’re bored by it, your readers will be, too.

  • Talk to clients. What are they asking you about – what do they want to know?

  • Look at analytics. What are people searching for in the firm’s website, search engines and blogs?

  • Identify trending topics. Keep on top of current events and listen at conferences you attend.

  • Repurpose content. Repackage topics you are delivering in other formats, such as presentations.

Bradley Blogging Bootcamp 

One of the most important pre-launch activities that Madarang has instituted at Bradley is required attendance to the Bradley Blogging Writing Bootcamp.

“During this bootcamp, we coach the attorneys on how to write an effective blog. We teach them to write to a specific audience and be more conversational, to find their own style,” said Madarang. “We coach them on how to craft titles, how to hook in a reader with an opening paragraph, how to make their blog posts more digestible and readable without any legalese, how to include the appropriate keywords and how to focus on the key issues. This has been an extremely successful approach that the attorneys have learned from and appreciate. They are committed and want the blog to be a hit, and we provide them with the tools and consistent strategies they need to help them.”

Post-Launch Activity

Once the blog launches, Madarang pays close attention to the results and fine-tunes with the attorneys as needed.

“We have several ways we extend the life of a blog post, whenever possible,” she said.

 Her tactics include:

  • Measure success and show ROI. Look at the analytics and share with the bloggers to help them understand their performance. Create infographics to help them visualize how their results have translated into ROI.

  • Repurpose and reuse. Use blog posts for PR opportunities; publish on LinkedIn, JD Supra, National Law Review, Lexology and/or Mondaq; and share on social media.

  • Celebrate! Create fun awards for the attorneys with the most-read or most-shared posts or for those who wrote most often and opened new client matters as a result. Recognition is a motivator.

Developing and maintaining a law firm blog requires a deep commitment from the attorneys who are going to have to write regularly, as well as from the firm to support that effort from A to Z. Bradley’s blogs have become a well-read fixture under Madarang’s organized strategies, and these tips should provide aspiring law firm bloggers with a foundation for their own success.

ARTICLE BY Vivian Hood of Jaffe

© Copyright 2008-2016, Jaffe Associates

The Future of Law Firm Marketing with Deloitte CMO Diana O’Brien [PODCAST]

In this podcast interview, John McDougall of McDougall Interactive and legalmarketingreview.com and Nicole Minnis of The National Law Review speak with LMA keynote speaker Diana O’Brien about her role as CMO of Deloitte, the future of law firm marketing, marketing technology, and the challenges that law firms face with traditional and digital marketing.

John McDougall: Hi, I’m John McDougall, CEO of McDougall Interactive, and I’m here today with Nicole Minnis, Lead Publications Manager at the National Law Review. And our guest is Diana O’Brien, the Chief Marketing Officer of Deloitte. Diana will be the Keynote Speaker at the upcoming Legal Marketing Association annual conference on April 11th – 13th, in Austin, Texas. Welcome, Nicole and Diana.

Nicole Minnis: Thanks John, hi, and hello to you, Diana, as well.

Diana O’Brien: Thanks John and Nicole, it’s great to be here today.

John: Absolutely, and Diana, thanks for taking the time. You are a fairly new CMO, and I know that you came to this role from a non-marketing background — given that, what inspired you to take this new role as CMO of Deloitte?

Diana: Well “inspired” is the right word. First, my passion was really clients. I’ve spent 30 years in client service. That’s really where I learned to listen to clients, and respond, and react to what it is that they needed, and that was really the impetus to me appreciating and becoming, I think, a champion for clients within our firm. So today being the Deloitte CMO, I’m really the champion for all of our clients, and I’m responsible for helping out stake-holders within the firm whether they be our newest associates to our partners, be responsible for listening and understanding the collective needs of all of our clients and creating an environment where our clients get every day, in every interaction, a world-class experience in every touchpoint. So the client experience is something that I’m just deeply passionate about.

The second thing I sort of married up with that is I had the chance, after having that career, to take on a responsibility of being the Managing Director of Deloitte University – which is our learning center in Texas – and that’s where I came to appreciate and recognize that the world has changed. What worked yesterday doesn’t work tomorrow. We need to create environments where people can thrive, and grow, and continue to evolve, and I had the chance to do that for all of the learning. But, really, the same is so true for marketing today. We’re moving from this world where you could just push out this sort of one-way message where you were communicating what you wanted to communicate and push it out there and hope people heard it, to this more interactive, 24/7, broader business connection, and creating an environment where your clients thrive and you’re part of that active engagement. So it’s not really a back office anymore, it’s right front and center with the clients, and it’s a new capability that you need in order to do that.

So when you marry those two things up, it was a perfect choice for me and I was excited to take it on.

John: Yes, it sounds like empathy and inspiration.

Diana: Yes.

John: And what’s your mandate as CMO?

Diana: It’s really simple. It’s really to drive growth for the firm; it really couldn’t be any more simple than that. What I would say that maybe would resonate, I think, for a lot of marketers is that it does still start with the Deloitte purpose, and I do think that you don’t grow unless you’re grounded in your purpose. So, a good CMO is always going to know what that is and be able to inspire all their professionals to link back to that. So, the Deloitte purpose is to make an impact that matters with our clients, our people, our communities. So, when I think about what my job is and I think about the 70,000 professionals that work at Deloitte, I need all of them every day to go out and strengthen our brand to grow the firm by showing up to our clients in a consistent but personalized way that creates strong relationships, that builds powerful experiences, delivers unique insights that helps our professionals and our clients establish the kind of connection that is sustainable over time so we can really help as problems and issues go over time.

Changes to the Marketing Organization at Deloitte

John: And what changes have you made to the marketing organization in order to execute on that mandate?

Diana: Gosh, I’ve been busy with that.

John:  Quite a few.

Diana: We’ve streamlined a lot. We have really focused on optimizing the resources but we’ve been driving towards a new model. What’s interesting about Deloitte in this regard – and I don’t know that everyone’s appraised this quite yet but – we encompass, obviously, the most traditional elements, which is the communications and marketing capabilities, but all of the go-to market assets, if you will, sit under me as well. So, our go-to market channels [including our managing partners in key markets, our client leaders and our industry practice leaders] and thought leadership, public policy, corporate citizenship, they have been put under me as well and so that’s unique and actually I’m hearing some of that. I’ve met with a few other CMOs that are doing some of the same things and have had some of the same responsibilities, and so what I like about it is that it’s really this combined essence of, really, how does the market — How do you drive growth? How do you really develop a marketplace?

The other thing we think is really important is digital. Obviously we have a strong digital practice and that serves our clients, but it also serves our in-house marketing team and that’s key to us being able to deliver our brand every day and create those kinds of experiences that we were talking about and deliver those insights. So I work very closely with the consultative arm of our Deloitte digital practice.

John: That’s a lot of stuff going on. That’s fantastic. Go ahead, Nicole.

The Future of Law Firm Marketing

Nicole: Shifting gears slightly and thinking about our legal marketing listeners more specifically, what do you see on the horizon in terms of transformation or potential paradigm shifts for law firm marketing?

Diana: It’s so interesting, Nicole, I think in many ways. Professional services, accounting, and consultancies like our firm and law firms, have some real similarities in this regard. I think digital marketing is going to continue to grow and that’s really for all of us, it’s not just legal markers. But we need to face it in a way that maybe some others don’t have the same issues, partly because we come from professionals where we’re highly skeptical. That’s just our profession, so we have to maybe be a bit more willing to get into the data around the success of digital and how that may in fact change us and work to be a better adopter of it. With some of the increased competition that’s there, I think if we don’t do that, the professional services environment has some challenges to stay ahead of the game, and that’s particularly going to be the case, I think, with talent. That’s going to be one of the big challenges if we don’t address that.

Certainly social media, obviously law firms are doing things in social media, but I think it will continue to be a big focus. It certainly has been for us. We have worked to become more engaged and use more outside platforms – and my own micro-site is an example – to sort of meet people where they are. We use LinkedIn more than we’ve ever used before to help us connect into the marketplace.  We’ve all got to figure out how to have our sites optimized for mobile so content can be more easily consumed. And again, when you come from a place where maybe adaptability is a little lower and skepticism is a bit higher, the mindset of professional services firms where we do have some of that, we have to work harder I think to embrace some of those things.

Marketing Technology

Nicole: It sounds to me like Deloitte is way ahead of the curve in terms of digital technology so I commend you and your firm on those efforts. What marketing technology do you see is getting the most buzz right now besides some of the things that you’re already working on?

Diana: It’s a good question. I have two things I want to say on this, one social listening is obviously incredibly important in content management systems or continuing to evolve publishing platforms, and it’s important that we stay thoughtful of that, but the number of channels that you now have to participate in is exhaustive, and it’s just growing, and I think it’s important that we not become sort of overwhelmed with the technology, but really solve specific business problems. One of the things I think that law firms can do is I think it’s important that they continue to differentiate themselves with eminence, and thought leadership, and specific things that you can differentiate yourself on. And one of the things I think that are particularly useful are – maybe not as technology-buzzing, if you will – but blogs and podcasts. I think they’re low-cost communication tools that really are a more direct engagement, and can connect more easily sometimes with the targeted audience that you want with the specialized information that you have.

Sometimes I think we can become sort of enamored with the technology. When I first took on I felt like, maybe the first four months, I was a bit enamored with the technology, but I kept coming back to, “Well, what problem am I really trying to solve for that’s going to drive my business?” While I think there are some interesting things out there that we all need to be aware of, I think it’s important to keep coming back to, “What problem am I solving?”

Marketing and Thought Leadership

John: As a follow-up to that, I love hearing you talk about thought leadership. I own a site, authoritymarketing.com, and we do a lot of work around the idea that your experts and your thought leaders, especially in professional services, will help propel your blogging, and podcasting, and marketing, and SEO, and social media. Would you say that those blogs and podcasts can also then be used by your sales people in business development, and is it kind of streamlining your efforts or killing two birds with one stone by doing both of those things at once? Not just doing the blogs and podcasts for their own right for their search in social benefits and all of that, but to also potentially use for biz dev?

Diana: Yes, there’s no question, and actually we did something interesting this last year. We actually did an active online course on a couple key topics that we felt we were expert in, and what I feel happened as a result of that is the level of engagement that we were able to achieve. It’s actually really a form of marketing in today’s world which is more interactive. It isn’t this push of a message. It’s this engagement where, let’s say you put a blog out there, someone comments back. In [this case], people are commenting on the course. People are exchanging ideas over the content. So you’re evolving it and working it together. That’s the new world. That’s the new model. It isn’t something that is just, “Here’s my ideas and here they are.” It’s a dialogue and exchange that ultimately is more productive for everyone.

The Biggest Challenges for Law Firm Marketers

John: Absolutely, and what about specifically for law firms, what are the biggest challenges for law firm marketers?

Diana: I think, similarly, something similar that we have is how do you keep differentiating yourself in a saturated market? How do you promote your brand? How do you continually evolve, and innovate, and show that you’re uniquely qualified over someone else? Obviously eminence is one way to do that. Engaging is certainly a way. Thinking beyond law firms and professional services firms like Deloitte have, in the past, always charged – for example – by the hour, and that’s just been a mindset that’s gone in. Starting to think more about, “What’s the real value we’re bringing in?” Thinking of ways in which you can differentiate yourself. I think the marketer has a role now to play in helping to shape the thinking around that.

It isn’t just the message. It’s really the mindset of the organization. It’s the type of strategies and tactics that you will use, such as what we were just talking about in thought leadership. It’s how you create the client experience end-to-end, how you think about all the customer decision-making, how the customer feels at all those points that the marketer plays a role in. I think they have a really unique place to influence the many stake-holders, the many lawyers that are in the organization and how they show up at their clients.

But I think even more importantly than that is the future of where their talent is going to come from. I mentioned it before, but we did a study that was a digital study, we did it with MIT Sloan Management, and what we found was across all these age groups that, primarily, talent is really looking for organizations that are technically capable and receptive to employees being able to be digitally sophisticated. And we found that in many cases companies are not nearly as mature as the upcoming workforce and current workforce wants to be, and so that’s a challenge so we have to deal with that.

Conveying the Value of Marketing to Management

John: Yes, absolutely, especially younger people, and not just very young people, certainly into the 30s, and 40s, and above, but a lot of people are just so attuned to social media these days and searching on their mobile phones so if your organization is lagging in that it doesn’t inspire them. I often hear legal marketers complain how hard it is to convey the value of what they do to the management of their firms; do you have any advice for them?

Diana: I think this is something relatively new for CMOs, personally. I don’t, in my consultative time with clients, I think CMOs often didn’t really find their way into the C-suite, and I think that has changed. This is now a real opportunity to affect the C-suite.

I think the CMO had a chance to connect with the CFO about the metrics that drive sales. I think they are instrumental with working with the Chief Talent Officer about how to empower their employees to be better brand ambassadors, to reflect the culture in their business. I think they need to work with the CIO on any new technologies that might be touching the customer or extracting customer insight within the organization. So now they are really up here and I don’t think that was the case before. So they have a chance to change the perception of marketing and that’s new and it’s really a great kind to build new relationships and I think the advice I would have is not to underestimate the power that you have right now to influence and build key relationships with their peers, to have a sit at the table, to take your seat at the table and translate the customer experience, and bringing the customer championship into business results.

John: Yeah and as you said that earlier, really tying that up into your core mandate, your core value proposition and mission statement and making sure that marketing especially things like in the past, SEO or certain things were easy to kind of push a button and they would happen over on the side. Now they need to be much more integrated, right?

Diana: Yes and I think people consider those tactics. They thought, “Oh, well, just go do that.” Now it is an embedded part of the strategy and you can’t really have an organizational strategy without understanding how the marketing message is linking to that and how you are making them come to life in every element of the customer experience.

Content Marketing

John: Do you think content marketing has really driven a lot of that because if you could do digital marketing in the past, it was a little bit of a fairy dust, you know. You could kind of just sprinkle it on. Now you can’t just do that. You have to really develop content that has to reflect the brand or fail, right?

Diana: Yes. I said one time in a talk, and I thought I’d share it even at the conference, but I used to think of marketing as sort of a little m where it was about this message that you pushed out. And now it’s so much more. It’s really about the big M. It’s about the meaning.

John: Right.

Diana: And you are exactly right. That comes from the content that’s really there and it has to be rich.

John: Yes. And the CEO, the CFO, they should take an interest, and I think they are, more so than ever.

Diana: I do too. I do too.

John: What are you up to these days and how can listeners connect with you online?

Diana: Well, I have been pretty busy with the new role but what I have done most recently, I just left Deloitte University, which is a home to me every time I am there but we just had about a thousand of our folks there that sit in our market development organization that had spent two days thinking about, with a number of guest speakers, thinking about how are we going to continue to create the right connections and gain the right knowledge and to think about the right technologies to keep moving our organization forward.

We don’t have, you know — we’re big and it’s hard always to get people together and I’m glad we made that investment. It’s not always easy to do but it’s important when we do to make the most of it, and I think we did. So I was thrilled to be able to have our people together and I encourage, even when you know, with all the options to do things socially and online and virtually, sometimes being in person is the best way to really further that bond. So I was glad to do that.

So connecting with me, obviously please check out our website, first cmo.deloitte.com where you will get lots of relevant content that’s perfectly relevant to the CMO and I hope everybody goes there. My twitter handle is @DianaMOBrien and I welcome anyone and I’d like to have an exchange with anybody, and then certainly deloitte.com. We welcome anybody to visit us there for our eminence.

John: Absolutely, well thanks for talking to us today and thanks for listening everyone to the National Law Review podcast. Visit the National Law Review website at natlawreview.com and for more information about the Legal Marketing Association’s annual conference, visit legalmarketing.org/annual_conference. I’m John McDougall and thanks for listening.

© 2016 The National Law Review

Lawdragon: Celebrating Ten Years Of Captivating Legal Journalism

For ten years, legal media company Lawdragon has been telling great stories about the law and lawyering.  Lawdragon embraced the power of the internet early on, creating content open to all who were interested in stories about the law.  Lawdragon has shown their commitment to high-quality legal journalism by crafting feature stories, a popular Question and Answer series, and an annual Lawdragon 500 Leading Lawyers in America devoted to attorneys, what they do, and what is possible with a law degree.

Lawdragon was founded by Katrina Dewey as a platform to tell stories about lawyers and lawyering.  Dewey began her career as a lawyer, but in her words, “I quickly discovered that I wanted to write about lawyers instead of practicing the law myself.”  She left her law firm associate job and “I did what I could to get hired as the lowliest journalist at the Daily Journal in California.” The “lowly” journalist position became Editor in 1996, a move that  Dewey describes as “a huge and lucky break.”   In 2005, with a desire to work more in the emerging online journalism market, Dewey founded Lawdragon. Daily Journal reporter John Ryan joined her and continues to serve as the company’s editor-in-chief.

Looking back at the first issue, Dewey describes the publication process as like  “giving birth.”  They wanted to kick off  the magazine in an edgy, interesting way, and one of the first stories was on the idea of term limits for Supreme Court justices.  Dewey remembers, “the week after we shipped our first issue, Justice Rehnquist passed away.”  Another memory of the beginning was Hurricane Katrina.  That disaster hit the same weekend the first publication went out, and it lingered as a sort of ghost each time Lawdragon has published an article that showcased the aftermath of the storm and the various legal issues that followed afterwards.  Looking back, Dewey describes the early days by saying, “we saw ourselves as an intrepid band of journalists, taking on larger lawyer outlets that were a little slow on the digital uptake.”  And that has been part of Lawdragon’s success.  Dewey saw the writing on the wall about how the media landscape was changing–and she wanted to create a place for features and profiles of lawyers with a company that had “digital in its DNA.” After ten years, the company has grown into a marketing and branding platform packed with fascinating tales of the law, using the power of the internet to allow anyone who is interested access to their stories. In fact, the content had become so popular among firms and lawyers that Lawdragon created a new “Lawdragon Press” division that provides paid content, marketing and branding services for firms.

Along those lines, when asked to describe Lawdragon’s audience, Dewey says, “We write for everyone who can read and has an interest in the law.”  The goal is to create intelligent, wide-ranging, eclectic content that shows what an attorney can do with a law degree.   Dewey says, “The goal is to write stories that everyone can access, but are still interesting enough to appeal to attorneys.”

And true to the mission, reading Lawdragon provides perspective on just how far-reaching a law degree can be.  With features on everyone from David Tolbert, President of the International Center for Transitional Justice, Adam Streisand of Sheppard Mullin, who litigated the trial that paved the way for the sale of the LA Clippers to Jodi Westbrook Flowers at Motley Rice, who has worked for over a decade for the victims of the September 11 attacks against  the financiers and and supporters of Al Qaeda, the subject matter is an abject lesson on just what the law can accomplish.

“We’ve tried to cast a wide net on our coverage of interesting lawyers and legal matters, which is why we’ve done original reporting on justice issues in places like South Africa, former Yugoslavia, Rwanda, The Hague and most recently Guantanamo Bay,” Ryan said.

One essential element of Lawdragon’s philosophy is an unwavering optimism about high-quality articles and reporting.  Dewey says, “We are optimists about good content; we believe there is a place for good content in the world.”  With an intrinsic belief that the law has the power to change people’s lives, right wrongs, and inspire as well as an understanding that lawyers who practice law have compelling reasons to do so, over the ten years of its existence Lawdragon has demonstrated a commitment to showcasing those stories.  Dewey says, “We are about the power of story, generally.  We want to show the individual stories of these attorneys who are advocates of the law, who all have their own perspective and ways of contributing to justice. ”

A natural outgrowth of that philosophy is the Lawdragon 500 Leading Lawyers.  This feature  highlights some of the most captivating attorneys and the work they do across the nation. While the Lawdragon 500 is probably the best known element of the publication, it is not a ranking system.  Through a careful process balancing editorial research by Lawdragon staff, law firm submissions, and an open online nominations form, the 500 are carefully curated, but not ranked.  Instead, the guide is a way for Lawdragon to showcase attorneys and their perspectives, how they contribute to justice, and how they use the law as a tool to advocate.

As a result of the commitment to quality content and great stories, Lawdragon articles have strong SEO content and can be a great platform for the attorneys who are featured. One thing Lawdragon provides for the attorneys that are featured is objective, third party, independent recognition of their skills and reputation.  Additionally, Lawdragon publishes an annual print publication, giving attorneys and their clients something to hold, beautiful pictures to see, and amazing articles to read. As Carlton Dyce of Lawdragon points out, “Our print publication is great for attorneys to have in their offices, handy for their clients to read while they are waiting.  It’s a great way to showcase the attorney they are about to see.”  ​

The tenth edition of the Lawdragon 500 will be released soon, an exciting milestone for the company.  Over the years and after many compelling stories, Lawdragon remains excited about its core mission–telling stories of lawyers and lawyering. With millions of lawyers doing captivating work in many fields there is no shortage of stories, and Lawdragon remains committed to telling them.

Article by Eilene Spear of the National Law Review
Copyright ©2015 National Law Forum, LLC

Join LMA New England for their annual conference – November 12-13 in Boston

Please join the LMA New England Chapter next week at their 2015 Regional Conference, taking place on November 12 -13 at the Hyatt Regency in Boston. This year’s theme is “What’s Your WOW Factor?” Join attendees as they learn about the best tools and approaches to stand out among the competition, succeed at winning new business and become industry trendsetters. Don’t miss out on the chapter’s most important and popular event, one that saw record attendance last year!

lma new england lmane Boston regional conference

When – November 12-13

Where – Hyatt Regency Boston

Register today!

Join LMA New England for their annual conference – November 12-13 in Boston

Please join us for the 2015 Regional Conference, taking place on November 12 -13 at the Hyatt Regency in Boston. This year’s theme is “What’s Your WOW Factor?” Join attendees as they learn about the best tools and approaches to stand out among the competition, succeed at winning new business and become industry trendsetters. Don’t miss out on the chapter’s most important and popular event, one that saw record attendance last year!

lma new england lmane Boston regional conference

When – November 12-13

Where – Hyatt Regency Boston

Register today!

Join LMA New England for their annual conference – November 12-13 in Boston

Please join us for the 2015 Regional Conference, taking place on November 12 -13 at the Hyatt Regency in Boston. This year’s theme is “What’s Your WOW Factor?” Join attendees as they learn about the best tools and approaches to stand out among the competition, succeed at winning new business and become industry trendsetters. Don’t miss out on the chapter’s most important and popular event, one that saw record attendance last year!

lma new england lmane Boston regional conference

When – November 12-13

Where – Hyatt Regency Boston

Register today!