Why is change management so difficult in law firms?

Firms invest significant time and resources in changing behavior. They communicate strategic priorities, provide training, distribute data and analytics, introduce new tools, and establish new policies. And yet behavior often remains stubbornly unchanged.

Succession planning, pricing, collaboration, AI readiness, and business development may all point to the same underlying issue. Learn why commercial capability is becoming a critical driver of law firm growth.

Law firms need a more strategic approach to pricing legal services. An effective law firm pricing strategy goes beyond annual rate increases and competitor benchmarking. Stronger legal pricing decisions are grounded in client feedback, pricing psychology, market positioning, and confident rate negotiation. This helps firms increase profitability and support long-term growth.

Law firm growth depends on more than legal expertise. PipelinePlus is launching a benchmarking survey to understand the lawyer capabilities firms need to build relationships, manage pricing pressure, and drive sustainable growth. 

Work with Philip, and you will quickly notice his energy and commitment to helping people move forward. With over 25 years of experience at firms such as Ropes & Gray, Nixon Peabody, and Ernst & Young, he works with professionals at all levels to turn strategy into practical, relationship-building action.

Spend a session with Kelley and you will quickly recognize the depth of experience she brings to the conversation. She has spent decades inside law firms and leadership roles, giving her a clear understanding of how decisions are made, how teams operate, and what it actually takes to move a practice forward. Clients often find that she sees both the big picture and the details that make it work.

Work with Jane and you will quickly notice the level of trust she creates in a room. She has a way of helping leaders slow down, think clearly, and have the conversations that are often left unsaid but matter most. With a background as both an executive and a coach, she understands what it takes to lead in high-stakes environments where decisions carry real weight.

While firms are asking for feedback, too few are using it to influence day-to-day decisions, improve service delivery, or strengthen priority relationships.

This post explores why nurturing matters more than networking, how relationships still outperform technology, and how a simple daily habit can transform your professional ecosystem. If you want less noise and more impact, this is where to start.

For most people, business development isn’t magic. It’s a process. And when you build it systematically, it can scale beyond personality and luck.

Your firm is leaving millions on the table—35% of single-practice clients walk away, while those using multiple services stay. Stop the bleed: discover how to break cross-selling barriers and turn collaboration into your firm’s biggest profit driver.

It’s no secret that the GC panel at LMA National is always one of the most valuable sessions — and this year’s was no exception. Eric Dodson Greenberg (Cox Media Group), Lillian Howard Potter (Ericsson), and Belinda E. Nixon (Internet 2) took the stage to share their perspectives on what really drives successful firm-client relationships: how firms market themselves, how they pitch, and how they deliver once the work begins.