Graphic Artists are Crazy

I might know. I am one. But, not like, "Wooo Hooooo, la la la la la, put me in a rubber room!!"

Go online and look at any portfolio of a graphic artist – every artist follows their own style. Ask an artist for an interpretation of your brand and it winds up looking like their style.

This is not a bad thing. A great graphic artist is crazy about expressing themselves to explain YOUR BRAND. It's hard to express the visceral emotion of what you feel about whom you are, which is the job of a graphic artist, while remaining true to their personal style of expression.

I say, pick crazy every time. If your graphic artist is not crazy, you've selected the wrong artist.

Context is King

The old adage, "Content is King", no longer applies. In a connected, electronic world there is plenty of content – more than we can absorb. What matters now, is what matters to me (or you), tt's about "Context".

If you ever visit Reddit you might know what I'm writing about. I never click on every link. I'm looking for context, not content. I am interested in what interests me, what inspires me or connects to my state of mind. All those pictures of cute kittens and dogs... not working for me, all of the rhetorical questions to create controversy, not happening for me as well.

But, a post on electronics, hi-res photos of beautiful locations around the globe or news relevant to human struggle.... there I am, click-click-click.

Building an audience for any company, firm or organization is no longer, ever, about providing "content". It will forever more be about providing "context".

No insult intended if you chase photos of cute kitties.

There Are No New Ideas in Marketing ...

... just new methods and technologies for expressing (insert marketing/branding idea here).

I challenge any marketer to demonstrate they have come up with a truly NEW IDEA in how to market a product, person, company or concept!

About 20 years ago I came across a sales and marketing training manual dated circa 1917. Darned if that manual didn't emphasize everything I was pouring into my latest marketing campaign – a campaign my company thought was "groundbreaking!". The only difference was the methods and technologies I employed to get potential buyers to sit up and pay attention.

"Marketing" is all about causing people to desire what I am offering. Marketers have been performing this task for thousands of years! We are simply trying to apply tested and true methods within the framework of evolving tools and audience behaviors.

I encourage you to look closely at how your audience receives information, and meld your marketing to their preferences. While there are no new ideas on how to compel an audience to react, there are plenty of new methods and technologies that separate the the winners from the losers.

Taking Care of Your Greatest Marketing Resource

Your top marketing resource for growth is at your office every day – your employees!

We produced a day and 1/2 company retreat for the commercial banking division of a large bank; an awards banquet followed by a state-of-the-bank day. While the agenda could have been serious and somber following a strict agenda and protocol, this bank chose to make room for what should be treated seriously and also fun and camaraderie.

The senior executives where warm and friendly, poked fun at themselves from the podium and created a "family"atmosphere – not an experience in reinforced hierarchy, and included everyone in the room. I witnessed real bonding among the employees, attentiveness to company goals and an honest exchange of "how can we do even more than we're doing now?".

I am certain every employee will charge back to their offices filled with renewed vigor and create a marketing tsunami in each of their markets – through effort, word-of-mouth and committed enthusiasm.

How often do you pause to recruit and renew your greatest marketing resource?

Job Choices for Well-Seasoned Marketing Veterans'

Being a "well-seasoned" marketer (meaning fast approaching 60 y/o and more than 35 years as a marketer), making a choice on what to do next is narrowed by time, experience and consideration by potential employers. As an incredibly experienced marketer there is no marketing position in my industry I could not perform well – yet most positions are no longer a good match; in challenge for me; the perception of potential employers; or how I'd like to complete my career (whether in 4 years or 15).

The list of choices as I see it are:

• CMO at large department company (which for me is at a professional services firm)
• Marketing, Networking or Leadership consultant
• Professional speaker or author
• Leadership/firm mentor
• Create a training program or trainer for an existing training company
• Sales and/or marketing for a company selling to the professional services industry
• Freelance marketing contributor (such as writing, graphics, project management)
• Doing something completely different and maintaining a satisfactory lifestyle

There may be other directions, but to stay specifically within the professional services industry these are the most choices.

Each choice comes with advantages, limitations, skill sets and an individuals desire. For instance, being an account or sales executive has never been attractive to me. No gonna happen. On the other hand, being a trainer or mentor feels like a great fit.

For me, a choice is at hand – what is next? If you have ideas, let me know, or wait to find out which direction I choose.

Begin Your Presentation with the Result in Mind

Working the last few years as a promoter and event producer I've seen all sides of people either exciting their audience or boring them to death. The "boring them" part is too easy a trap (the result of doing the same thing as everyone else time after time). The difference I've noticed between great and grinding is how the presenter approached their presentation.

What is incredibly successful is:

• Don't think about what you want your audience to know about you! Instead think about what the audience wants for themselves.
• Don't think about what your audience will be saying on the way into your presentation. Instead plan for what you want your audience to be saying on the way out of your event.
• Start your presentation prep from the conclusion, and back into the opening remarks. It is amazing how differently your event will look when you begin with the end as your starting point.
• Be a story-teller. No one is excited by facts (unless you're a systems engineer listening to the spec's list on the latest Android chip). Make your presentation about real people, their challenges and their successes.
• Focus on connecting with your audience and creating relationships. Engage individuals from the audience, hear their voices and include them in a conversation – not "let me tell you, it's all about me".

Over the years I have attended hundreds of presentations, maybe even thousands. Unfortunately it's been rare that a presentation was exciting, different, engaged me and caused me to think differently...

And that is your opportunity! If you begin with the result in mind you will have leaped over 90% of your competition. I challenge you to try it – begin with your result in mind.

No Compromise = Change

The business of creating change is an uncomfortable place to live... and exciting as all get-out!

Working at a law firm I witness the attorneys of my firm accomplishing incredible change for their clients almost every day. The lawyers of my firm push innovative ideas, dismantle old beliefs and make risking everything seem easy... and it works!

So, when I can bring the lawyers at my firm to a similar point in marketing related ways I am elated! It means I have brought them to the brink of change. Either my attorneys will take a new (marketing) step forward or choose to retreat back into their comfort zone.

This is the risk I accept as a marketer at a law firm. If the attorneys accept the challenge of change I have much to do. If my attorneys retreat toward a comfort zone I had better start considering my longevity.

My challenge for myself, and for all law firm marketers, is that I/we never stop challenging our firm to move forward, in the same way my lawyers never stop challenging our clients.

Can we do anything less?

The New, New Marketing Matrix for Professional Services

Introducing the "Four R's" of Professional Services Marketing:
A few years back a proposition was posted on the Know How Exchange at MarketingProf.com. In the posting the writer wondered about the continued validity of the "Four P's" of marketing because so much has changed in the last several years including the growth of the service economy (The Four P's have served for decades as the foundational outline for any market planning process).

After giving it considerable thought... (more than one hour, less than two) here is my new, new marketing planning matrix for professional services marketing; "The Four R's".

Resource: What is the professional knowledge you/your firm has that you can leverage on behalf of a client? The "product" of a law or accounting firm is it's people. They hold in their head the knowledge that becomes a resource to the client. In market planning you need to identify what resources your target market needs and which your firm can fulfill.

Relationship: What are the connections you have/need externally and internally to benefit your firm, clients and shareholders? The key to successful firms is the ability to create and sustain relationships inside the firm (partners, professionals, committees, client teams, support, etc.) and outside the firm (individual executives at clients and prospects, referral resources, shareholders, influencers, etc.). In your marketing plan the process and plan for developing these people interactions needs to be outlined to enhance the delivery of resources.

Rate: What is the correct rate structure for providing your resources to clients? How much will you charge? What are the payment terms, conditions? Is geography or client base a consideration? What compensation structures will be driven by rates?

Resonate: How will you resonate your message into the marketplace to benefit the reputation and sustainability of your practice/firm? The “product life cycle” in a professional service firm is the span of time an individual lawyer spends with your firm -- impulse buying is not a factor. Creating the vehicles and messages to bring about market awareness must consider the length of time that your “resources” will remain viable in the marketplace.

Current Tech I Use as a Legal Marketer

A reader asked, "What tech do I carry and use daily":

PC laptop (could probably do just fine with netbook here)

• Outlook
• Firefox
• MS Office
• InterAction CRM
  

Personal MacBook (13") loaded with:

• Photoshop - DUH!
  
• Tweetdeck - Gotta keep up with the real-time news
  
• Hulu Desktop - I don't watch regular TV and get my fix here
  
• NeoOffice - free, as good as MS Office, compatible, nuff said
  
• KeePassX - so many passwords need a safe garage
  
• Chrome - quick, clean, glad Google finally ported their browser to OSX
  

iMac (27" home desktop with dual monitor) loaded with EVERYTHING!

Blackberry Storm

• Synced to firm email/calendar/contacts
• Gmail - another DUH!
• Opera Mini - Much more functional that BB browser
  
• Ubertwitter - Fast and cleaner Twitter client
  
• Facebook - Gotta keep in touch with m peeps
  
• Google Voice - One number to rule them all
  
• Google Maps - but of course!
  
• Viigo - Newsreader
  

Online data storage and real-time sync to all of my computers via Dropbox

I route all of my personal email into Gmail, firm mail remains isolated via firm service on PC and Blackberry

All phone calls and voice mail including office line are fed to Google Voice (one number for life!)

At some point in every day I touch everything on the list above. I still carry my Moleskin notebook and keep old-school notes, but technology has really amped up (in a GREAT way) how I get things done.

I am certain that within days my tech will evolve to new tools... Call me an early adopter but THAT is so cool! I can hardly wait!!
.

Is This Exciting or What!? The Wild West of Legal Marketing

I met me, twenty-five years ago, this evening in San Francisco -- a shout out to Ali, an incredible young marketing talent that gave me a chance to express why I love what I do...

I had an early dinner with some VC friends to talk shop and blah, blah, blah. Afterward I sought out the one cigar bar I heard was in the area to indulge my joy in a good stick and happened into a couple of great conversations, one of which renewed my joy for what I do.

Ali (remember the shout-out a few sentences ago) is a by-choice out-of-work marketing person looking for her next challenge and she was intrigued that my profession is marketing for a law firm. She reminded me the journey is more interesting than the destination. Her excitement about what I do reminded me of what I already know but may have forgotten for a moment:

• Marketing a law firm is so custom and nontraditional to all things book-smart that every day has new excitement and lessons.
• Marketing a law firm is still so new a profession we are all still discovering nuances at a 1000mph.
• Lawyers and law firms are incredible, non-stop think-tanks that challenge me to be at the top of my game every moment, every day.
• Law firms are first-class operations allowing me the opportunity to be in circles of influence most people dream of (even when I am not yet equal to the people and communities of the circle).
• Lawyers and law firms absolutely demand creative thinking.
  

At the end of our conversation Ali was completely motivated to explore my profession, and more importantly I was inspired to keep doing what I've chosen. Out here in the wild west of law firm marketing I am pleased to ride the fences....

Is this exciting or WHAT!? You betcha!
.

The Vendor Client Relationship in the Real World

MC Joins Allen Matkins to Lead Business Development Initiatives

I am happy to report I am now heading up business and client development for Allen Matkins Leck Gamble Mallory & Natsis LLP, a full service business law firm based in Los Angeles, CA (#157 on AmLaw 200).

The choice to return to an in-house position was actually easier than I thought. My good friend Jennifer Skiver called me several weeks back to ask if I knew of anyone that could step up to fill a new position at her firm. They were looking for help where the rubber meets the road -- business and client development. While I have been mostly content as an agency owner these last many months I have to confess I missed the challenge and opportunity that comes from being on the "inside". So I said, "How about me?"

Fast-forward a few weeks and here I am, the new (excited and energized) guy at Allen Matkins. I am certain this experience will produce lots of new thoughts to share here at MC blog.

I am totally charged and cannot wait for what happens next!

In the spirit of full disclosure I have added a disclaimer in the footer of MarketingCatalyst to clarify that this blog is an independent effort focused on my knowledge and opinion about the marketing of law firms and professional services. My employer, Allen Matkins Leck Gamble Mallory & Natsis LLP, does not contribute to the posts on this site.

A Marketers Lesson in Changing Demographics

As a marketer I have always been hyper-observant -- I tend to notice EVERYTHING and anything taking little mental notes about people, culture, change, influences, and on and on. While I may be a bit over the top on this I am rewarded with incredible moments that others might miss. Today my moment taught me a ton about how much technology is reaching ALL generations.

I was sitting on a porch in an older neighborhood of craftsman homes on a tree-lined street. Sitting there, soaking up the sun on a crisp, beautiful morning I watched an older woman shuffle around the corner of the block heading up my street.

She looked like the stereotypical "old woman" -- short, hunched over and walking slowly like age and arthritis were taking their toll. She wore a long overcoat, dark boots, bright red scarf wrapped around her neck, matching knit cap, and a large shopping bag clutched under her arm (she had probably already journeyed a mile to go to the store and back again).

And as she shuffled along I was rewarded with my moment of the day....

She was gabbing away on a cell phone! Yup. Barely moving along at 0 miles per hour she was talking away with the phone held tight to her right ear. Wow! Technology totally messed with my perceptions!

The lesson is that I should never expect anything to remain the same. Old or young, people change with time, and with the times. As a marketer I should never assume anything except that only this moment matters... Have I done a good job of learning about my audience?

Merry Christmas to the Catalyst in All of Us!

I am particularly reminded of the spirit of the holiday season this year.

I must confess it has been a long and tough year for me professionally. Starting a new firm, even with all of the support and encouragement I have received, is not easy.... Duh! I am learning so many lessons about what I can do and what I really need to do better.... OK, a whole lot better.

And in the midst of my challenges, this holiday season, I am receiving so much warmth from so many people I respect and care about. But maybe the best gift I received this year came from someone I did not know at all.

On Christmas Eve I found myself between a rock and a hard place at a Firestone dealership in Orange, CA. I was having a flat tire fixed and the problem quickly became very costly and seemed insurmountable. I explained my financial challenges to the service manager and somehow he came up with the least expensive solution. But the best was yet to come.

When I arrived to pick up my truck, it was fixed and, when he presented me with the bill I will never forget his kindness. He said, "No charge. Have a merry Christmas."

I hope this holiday season is wonderful for you. It has been for me and I am definitely looking for ways to pay this season forward.

Did You Know...

Law & Accounting Firm Marketing has Evolved

I was a guest at an IGAF conference for marketing directors in Salt Lake City yesterday and I am ecstatic to report that professional services marketing has evolved to new heights! During a round table discussion in the morning I actually got the feeling that maybe I need to go back to school -- not that I ever thought I was a final authority on marketing, but the folks in that room were SHARP! I took a lot of notes!

Years ago professional services marketing was more about execution (organizing and administering). The IGAF professionals yesterday definitely validated that marketers today are helping to guide the strategy of their firms and are eager to accomplish even more. A welcome evolution....

Is Your Firm Ready for Change?

There is a difference between, "We need to change" and "We are ready to change." In fact the difference is pretty easy to detect.

We Need to Change (as spoken by a partner or principle):

• "How things are is unacceptable. Let me tell you how things should be."
• "I have had considerable success doing these things. Let's do it this way."
• "We are totally behind the curve on what other firms are doing. We need to do that too."
• "I totally understand what you are saying, but, I have this idea that will put us over the top!"
• "I read this article/book/whatever and totally get what we need to do right now. Stop everything so that we can focus."
• "I totally get where you want us to go but I'm not ready for all of that. Let's talk about what I think we can do."
• Etc.
  

Ready to Change

• "What do you want us to do?"

All of the responses above come from a place of fear.

The difference is who controls what comes next. It is so hard to give over control of any part of our careers or our thinking, but so many successful firms have done just that. I have never doubted the excellent skills of the people within the firms I have worked with... and I do wish they would spend less time doubting mine.

The difference between a firm that wants to change and a firm ready to change is the willingness to trust someone other than themselves. If you can take this step the dividends will amaze you!

Why Do Marketers Move Around So Much?

I have heard it said the average tenure of a marketing director at a law firm is about 18 months and that marketers in other industries seem to move frequently as well. Why is that? Well, I would not ask the question if I did not have my own opinion. Marketers move for three reasons:

1. The job, culture, or chemistry is bad or becomes bad over time. I am so proud of any marketer that is healthy enough within themselves to recognize the situation and get out before things become toxic. Enough about that....
   
   
2. The marketer has usurped the vision of leadership with their own. This is the one I am most guilty of. My example is this:
   
   A family rents a home and lives at that house for several years. Along the way the house stops being the, "place we rent" and becomes, "our home."
   
   The family starts thinking about ways to fix up "their home" and may even ask the owner to make some upgrades. One day the owner shows up proposing a remodel that is an absolute mismatch for the vision of the family, and the family becomes adamant about fighting the changes. Whom do you think will win this battle?
   
   Do we ever forget whose house it is? I know I have. My role should have always been to help guide their vision, not tell them what their vision is. A marketer that starts telling leadership what leadership believes is a marketer needing a refreshed resume.
   
   
3. The marketers job is done. I fall into this category is well. There are few marketers that are great at everything in every phase of the life of a firm. Some marketers are great at creating growth, some are great at sales strategy, and some are great at maintaining existing processes -- or some combination of two of these skills. It is rare to find all three skills in one person.
   
   If your skill set is no longer required in the current situation, it is what it is. My skills are market growth and sales strategy. Once growth has happened and strategy is in place I become a fish out of water. It never takes long for my firms to recognize I am flaying about and creating chaos where it need not be.
   
   In these situations the movement of marketers is a good thing. People land where they are needed -- at least I know I always have....

Maybe there are other reasons that marketers move, or there are further nuances of what I've discussed. For me a truth is that I believe in how I do what I do and am at peace with what I cannot (maybe that's why I created an agency to sell what I am good at).

In the end there are good reasons for a marketer to be a bit transient. We are "fixers" that manage what is needed when it's necessary. While it may seem a bit mercenary it is more like public service. Put the right people (marketers) in the right situations and wonderful things will always occur.

The Road to Success -- Avoiding Leadership Failure

Jerry Wilkinson (sales executive extraordinaire and former NFL standout) is my guest blogger today -- a tremendous honor for me. Jerry has been a leader for most of his professional career and I am certain what he's learned is worth hearing. . . .

The Road to Success -- Avoiding Leadership Failure
By Jerry Wilkinson

To maximize effectiveness in a leadership role today, there are 5 distinct behaviors to avoid. Most of these pitfalls are covert traps that leave the best-intentioned leader in a “gap” or sorts, unable to sustain “touch” with the business and more important, its customers. Ignored, unnoticed or unchallenged for too long a period of time and it’s easy to see how business setbacks occur.

In tough, economically jarring times like these, no business wants to suffer at the hands of their competitors due to unforced errors of basic leadership best practices that could altogether be avoided. Here are the Top 5:

1. Avoid playing desk jockey. It’s akin to riding the bench. No one can create impact if they’re not in the game. The anchor also known as a “desk” is intended for administrative support, customer service and billing personnel, never leaders. No one can effectively lead from behind a barrier.
   
   When you think about it, doesn’t it sound oxy-moronic? “Effectively lead from behind…” Does your leader spend too much time sitting? Solution? Move! Walk right in to the field of play, run if you have to. Be intentional about seeing BOTH your internal and your external customers.
   
   Movement is energy. Utilize your eyes your ears and your words of encouragement. Leave the saddle comfort of the desk for a run in the trenches.
   
   
2. Avoid the stoic demeanor. The less robotic you are the better. You’re not Mr. Spock from the USS Enterprise. You’re human and people want a relationship with their leader. They mostly want to be known by you. Don’t be afraid to engage with your troops to show them you do carry some human-like DNA.
   
   Most people succeed in life when they feel “directed and connected.” When that doesn’t happen, there are signs of unrest and instability amongst the rank and file. “Nobody gets promoted around here” and “Why bother” tends to be the mantra of many outside of the leaders circle.
   
   Unseen or unappreciated employees become more disillusioned than inspired and are generally flight risks joking or posturing to join the competition. Check to see if turnover becomes the norm rather than the exception. Customers like “steady.” Clients appreciate consistency with no surprises. Stable customers become great testimonials and references for new clients.
   
   Robots don’t build relationships, humans do. Make the time to be somewhat engaging, and retain the employees that you know are solid ambassadors for the company.
   
   
3. Avoid following up, checking in and asking the tough questions. Don’t care? They don’t ask. Wasn’t really that important. Couldn’t have been that important. That’s what it seems like to those in a performance-oriented practice (what isn’t these days?) who actually expect the leader to inspect progress.
   
   Leaders with great follow up tend to gain traction faster in everything that is measured. Those that don’t follow up lose ground quick and are at a loss for why.
   
   
4. Avoid making the employees feel like they work for you. Make it appear to others that you’re actually working to help them find and achieve success. The reality of it is, is that subordinates are not employed to equip and empower leaders. It’s the other way around.
   
   Leaders exist to create organizational results. Leaders should be like high-powered consultants. They should be savvy and skilled enough to help expose and overcome challenges while yielding a positive result. Leaders exist to equip and empower others for both the short and long term. What a leader leaves in his or her wake are tell tale signs of their effectiveness.
   
   Servant leaders tend to establish loyalty bonds that can never be broken. Quality leaders have a knack for preparing a foundation for succession planning as they are able to grow fresh understudies with ambitious designs.
   
   Have you ever noticed the come-back factor in play? Athletes and students always return to the place(s) where they grew the most under the tutelage of a former teacher or coach. Why is that?
   
   
5. Avoid letting passion fade. People come to work as a means to build a life (style) for themselves they couldn’t otherwise do without a job. While there are differing levels of internal motivation to do a job well there are moments when a leader can inspire his or her team to brilliant contribution.
   
   Outstanding leaders need to be in touch with an appropriate(ness) “clock”, meaning they need to know the right time(s) to challenge, to reward, to celebrate, to recognize, to appreciate and to have fun.
   
   An engaged leader has the pulse of his team wired. He knows when to tick them up a notch and when to downshift. A great leader NEVER gets a day off in the passion category because people watch and feed off of the tempo the leader creates. If the leader is not the most inspired, enthusiastic and motivated person in the company it becomes extremely difficult pass this characteristic on within the culture.
   
   Perseverance, the dogged determination that brings people back to the fight each and every day comes from a discipline born out of passion. The desire to become a little bit better (at something, anything) than the day before means to make every minute marching toward achievement counts.
   

So, what is it you’re going to look for in your leaders?

1. Movement. Spotted in the trenches, movement not only gathers respect, it helps leaders understand first hand what elements are in play both inside (and outside) the business. This has a profound affect on a leaders with decision making capability.
2. Human DNA. Connectors of humans are more approachable. More approachable human beings display authenticity. This transparency often helps others become attached to something larger than themselves, and when this occurs, “team” emerges and a fan base is built.
3. Evaluator-forensics. The ability to ask, dissect and help determine next step measures equips leaders to help problem solve by making subtle adjustments to new (or old) challenges. This is the half-time speech and plan!
4. Servant leadership. One who equips, empowers and is able to help others strive to reach personal bests in contribution and performance is a rare find. When you see it, grab it. Make sure this individual is on your team and not the competition.
5. Passion. Got pulse? Most of the best coaches in the world would agree on this one thing, “You cannot coach ‘heart.’ ” When you see it, you’ve got to capture it. Recruit it, draft it, trade for it. Humans are drawn to motivation, and motivation is a matter of the heart.

When you find these key leadership ingredients; you can be assured that you are on the road to success.

Jerry Wilkinson works with organizations interested in “next level” performance. For more than 20 years, his leadership style and business experience as Vice President of Sales, Marketing and Business Development for firms ranging in size from $4 million to more than $400 million in annual sales provide a platform for sales and market-share growth as well as people development.

As a championship athlete and professional football player, Jerry has had the privilege of working alongside a cache of world-class coaches who have impacted and influence his energy, work ethic and dedication including Dee Andros, Craig Fertig, John McKay, Don James, Ralph Miller, Ray Malavasi, Sam Rutigliano, Bill Walsh, Tom Flores, and John Ralston not to mention business leaders and mentors from the healthcare, legal services, and consumer products industry who played a role in his development.

Jerry resides in Mission Viejo, California with his wife, Brenda.

The Wrong Reason for Client Satisfaction Programs

Taking care of clients is pretty much like taking care of a spouse or significant person in a relationship. If you really care, what you do comes from your heart -- not an instruction manual.

Yet, so many firms (lawyers and marketers) miss the opportunity to really connect with their clients because they wish for client satisfaction to be a process of actions, and not actions based on desire. If you want to be really connected to your clients try not to do or be any of these things:

• "We'll have to do this to keep them" - If you are going through the motions they already know you care more for yourself than them.
  
• "If our competition is doing it then we should too" - If you act based on your competition you are already behind.
  
• "Our competition isn't doing it and we could use it in our marketing" - When you are focused on what your competition is doing you are not thinking about what your clients really want.
  
• "They're talking to our competition" - Again, your competition should never effect what you're doing to help your clients.
  
• "This won't cost nearly as much as finding a new client like them" - O.K., now you are just being silly. A great client is worth whatever it takes if you care about their business. Cost is a separate P&L discussion.
  
• "We'll look good" - No, you won't. Clients know when you are faking it and sucking up. How about just taking care of what needs doing.
  
• "I need the firm to show them I care" - If you need your firm to step up and do what you should have done you are just lazy and looking for an easy way to fail with someone else to blame.
  

I know there are so many wonderful accountants and attorneys totally focused on doing the right thing for their clients and people. The thinking illustrated in the list above is only an indicator of why failure might be happening more often than can be managed.

Sincere care for people (your clients) cannot be taught in schools or seminars. It's learned by example and mentoring. You have to teach it, evangelize it, tolerate nothing less -- the reward is the stuff of remarkable careers.