NBA-SBL-LPMC: What Every Firm Needs First Is The Experience Though, Not The Selling – Jumoke Lambo

An eminent panel of experts drawn from multiple sectors of the
economy and regulatory institutions have shared their knowledge and
thoughts on “Realigning Business Strategies For Law Firm”.

Speaking during the workshop of Law Practice Management
Committee of the Nigerian Bar Association Section On Business Law
(NBA-SBL-LPMC), Jumoke Lambo- Partner, Udo Udoma & Belo Osagie,
said that what every law firm needs first is the experience though
not the selling. The ability to understand clients’ business,
timely delivery and bringing value to the client, to her is very
important.

She shared her experience when she joined her firm, Udo Udoma
& Belo Osagie. She joined the firm 30 years ago and now she is
a partner. She Started with N200 salary even when her colleagues
were paid N1000. According to her, what kept her there was that
they were ready to invest in her and they kept to their policy.
“The firm invested so much in training lawyers even to date,” she
said.

“The firm did what has never been done before in the country,
which is Succession – bringing in people with no family linkage to
head the firm.

“This was able to attract international law firms to come in and
partner with us. It is a value proposition that is differentiating
us from every other law firm.

“The moment we started automating our process, the firm realized
how much they were losing. We had to bring in someone to manage
their billing, which positively affected the business. The firm
looks after her own. Maternity leave for senior partners was up to
6 months. They made me feel like I was part of the firm from day
one,” she said.

On lawyers’ appraisal, Jumoke said that at her firm, they have a
very structured appraisal system in place, up to 4 levels and
integrity is something that everyone must score 100%.

“From next year, the firm will have an on-the-go appraisal in
place, after every transaction. That way, everyone understands
their progression in the firm.

“In a bid to start running as a business, her law firm had to
open doors for equity investment and they have also invested in a
spin-off law firm to take care of the technology side of the
business,” Jumoke added.

Chinyere Okorocha, Partner at Jackson, Etti & Edu, and
Council member of the SBL shared her view on how law firms deal
with the limited market currently available in the country that are
hunted by many people.

She said until lawyers start seeing what they do as a business
and not just law, the problems will persist.

Chinyere who started as a young lawyer at her law firm said
right from the beginning, they had an honest conversation as the
founding partners promised they wanted to build a partnership.

“Trust is key in this practice. When we started, there was no
structure in place like how to go about the elevation of people,
promotion of people, human resources etc., but as the firm grew,
there was a need for it.

“The traditional model of the law firm isn’t working anymore due
to the fact that lawyers in Nigeria are not trained to see law as a
business,” she said.

Regarding Origination, Chinyere Okorocha said one has to be
hungry and from which they originate. Law firms must make sure they
try and identify the strengths and weaknesses of their lawyers and
fix them where they best fit.

She encouraged young lawyers to be very visible in the firm and
invest in their personal development.

She continued, “Know what you want from the beginning. Are you
working because you just want something to do or you have a vision
for your career progression?

“Make your ambition known to your line manager. As you grow,
remember to elevate others behind you. Bring value to the table.
Take time to evaluate your contribution to the firm. Judge yourself
before other people judge you,” she added.

Afolabi Caxton-Martins, Partner at ACAS Law, talked about how
his firm was structured from a business mindset. He said his firm
was able to incorporate two types of partners, Capital and Salary
partners.

“As a salaried partner, one must be able to be meeting some
target before upgrading to a capital partner. The firm generates
profits, and partners share in it monthly or quarterly.
We are totally transparent regarding our financial management as it
is clear how much is earned. We have a written agreement and so
there is no way money can be taken anyhow.

“The firm also considers who they admit as a partner too. The
kind of people that reflect the firm and their values.

Afolabi shared his thoughts on origination. He said first, they
had to be creative and lose the fear factor as they wanted to have
international clients. He also said they attended conferences to
network with people.

“I even borrowed money from my wife to attend one. I visited the
commercial sections of the different embassies to offer my
services. We tell our lawyers that they need to learn how to
originate. Work is giving, not to law firms but to people,” he
said.

Odunola Onadipe, a non-lawyer who is the Lead Operating Officer
at Detail Commercial Solicitors was asked if she was trusted in her
law firm as a non-lawyer. She said from the beginning she knew what
she was employed to do.

“From day one, I understood the need of the firm and believed I
could fill that need, as an experienced HR manager. My competence
and experience spoke for me.

“I started as a practice manager to organize their back office
and grew to become the Lead Operating Officer.
She stressed on the need for law firms to have practice managers as
they can help them make more money and save much more for them.

She also highlighted the things her firm does to encourage
female lawyers.

“First, the firm has a structure in place for women to thrive.
In our law firm, they have a crèche for nursing mothers. This has
helped most young female lawyers bring their babies to work without
issues. The firm allows their people to work from home and have
flexible working hours, also, having sufficient maternity leave for
women,” Odunola added.

The Chairman Section on Business Law, Seni Adio, SAN, in his
closing thoughts made young lawyers understood that not all lawyers
can become a partner even if they have done all the necessary
things but the most important thing is being the best they can be
as firms tend to hire potential future partners.

“Even if you are a people person, you must first decide to be
the best you can be before you start talking of origination.

Regarding the outflow of talents, he said the same way people
are leaving, that is how people are coming in so there are
opportunities at both ends and while we are here, we should see the
opportunities and be well-positioned to go for them.

He assured everyone that the SBL will continue to focus on young
lawyers through their Young Lawyers Forum and explore more ways to
develop them.

The moderator concluded with these few take-home points:

– We need to think of how to increase the mortgages in the Real
estate sector from 100 thousand to 3 million.
– In the tech sector, we must invest in it.
– Lawyers have strengthened their partnerships with other key
sectors in the US and UK, and it is working for them. – We need to
strengthen partnerships here also.
– One of the ways of dealing with talent retention is to have a
Lead Operating Officer in place.
– Origination is a function of one’s ambition and hunger.
– The Section on Business Law should think of what to do to bring
down the cost of technology and make it possible for a legal
professional in a rural area adopt in his own law firm.