In most law firms, an effective system is seldom in place for encouraging and coaching cross selling among the leaders of various practice areas. Each silo remains pretty much focused on serving clients and business development within its practice area. Typically, very limited thought is given, or action taken, by silo leaders to help generate incremental revenues in the other practice areas of the firm. That’s too bad and a huge waste of talent resources.
Failure to Facilitate Cross Selling Can Have Damaging Long Term Consequences. The lack of an effective approach to cross selling can have serious consequences, including:
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