If only cross-selling or cross-serving was as easy as saying, “Would you like fries with your burger?”
Cross-selling how-tos are some of the most common questions I hear from law firm leaders and practice heads.
One of the most powerful ways to grow a law firm isn’t chasing new clients — it’s serving existing clients more deeply. By doing so, you’ll do at a minimum, these three things.
Deepen client relationships by solving broader problems.
Save lawyers from the scattershot approach of “random acts of marketing.”
Protect against encroaching competitors who would love to take that space.
So why does cross-serving go wrong in so many firms?
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Compensation may reward individual origination, not collaboration, or even worse, it may be a mysterious black box of remuneration. (I’ve had partners say to me, “I’m not exactly sure how they figure it out, but I’m relatively happy.”)
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Leadership may encourage it but fail to model or give kudos when they see it.
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Lawyers may not be trained in business development or able to spot opportunities.
Here’s what firms can do to fix it:
Compensation systems: Recognize and reward collaboration, not just origination.
Leadership: Champion cross-serving visibly and set the tone from the top.
Training: Equip all lawyers with the skills to identify and pursue cross-serving opportunities.
Marketing & BD: Involve your talent in whiteboarding sessions to map where the best opportunities exist.
When firms get these elements right, cross-serving becomes more than a growth tactic — it becomes a client loyalty strategy.
And in today’s competitive market, that’s what keeps successful firms thriving.
