How Law Firms Can Build Collaborative Growth Models

In part one of our conversation, we explored why the traditional billable hour is no longer sufficient for sustainable growth. Clients increasingly expect firms to act as strategic business partners, not just legal service providers. But the question remains: how do firms turn this vision into practice?

In this episode, Deb Ruffins joins Jennifer Simpson Carr to discuss practical strategies for operationalizing collaboration, creating accountability, and measuring success in ways that resonate with both clients and firm leaders.

How Do Traditional Law Firm Models Get in the Way?

Despite the clear demand for collaboration, many firms remain tied to “eat what you kill” compensation systems. This creates a fundamental tension: individual rainmaking is rewarded, while teamwork often goes unnoticed. The billable hour compounds the problem, leaving little incentive to prioritize business development in the first place. Deb explains that these entrenched models make collaboration an afterthought, rather than a driver of growth. For firms looking to evolve, this is the cultural hurdle that must first be addressed.

What Practical Steps Can Firms Take to Foster Collaboration?

Shifting from silos to synergy requires deliberate action. Technology can be a powerful enabler, helping to streamline service delivery and free time for client relationship-building. Internal education is another critical step—lawyers often don’t realize how their practices intersect, yet clients view their industries holistically. By encouraging teams to co-develop solutions before presenting them to clients, firms can show up as business partners rather than transactional providers. The responsibility also doesn’t have to rest with one person; collaboration distributes the burden of business development across a team, reducing pressure on individual partners while strengthening client outcomes.

What Role Should Leadership Play?

Leadership sets the tone. To build a culture of collaboration, leaders must not only endorse the behavior but model it. That means highlighting successful cross-practice wins, sharing stories of business development best practices, and holding teams accountable for pipeline progress. Deb emphasizes that leaders should think of themselves as sales managers—coaching lawyers on client conversations, opportunity development, and long-term relationship building. Recognition systems must evolve to value contributions beyond billable hours, ensuring that collaboration is rewarded, not penalized.

How Should Success Be Measured?

Revenue and billable hours, while important, are lagging indicators. To truly measure growth potential, firms need visibility into the leading indicators: opportunities and behaviors. Tracking opportunities—matters in progress, not just closed deals—provides a clearer view of the pipeline. Equally important is monitoring behavior productivity: the meetings, networking, and collaborative activities that drive growth. As Deb reminds us, “what gets measured gets acted on.” By focusing on these metrics, firms can build a sustainable foundation for future success.

What’s One Quick Win to Implement Now?

For firms eager to start before year’s end, Deb’s advice is simple: begin tracking opportunities. This single step creates visibility, builds accountability, and generates momentum by shifting the focus from reactive work to proactive business development. Whether through gamification, leaderboards, or even a simple shared whiteboard, opportunity tracking encourages lawyers to take consistent, measurable action. Over time, it becomes the first building block of disciplined, firmwide growth.

The Takeaway for Law Firm Leaders

Breaking down silos isn’t just a nice-to-have—it’s a growth imperative. Clients want firms that can deliver holistic solutions, and firms that remain tied to outdated models risk falling behind. By rethinking incentives, modeling collaborative behaviors, and measuring what truly matters, law firm leaders can position their firms for long-term resilience and client loyalty.

Resources:

• Beyond the Billable Hour: What Clients Really Want from Law Firms: https://www.furiarubel.com/podcasts/beyond-the-billable-hour-what-clients-really-want-from-law-firms/
• Meeting the Needs of General Counsel: Beyond the Basics of Legal Advice with Alexander Lima, Vice President and Associate General Counsel of Wesco International: https://www.furiarubel.com/podcasts/meeting-the-needs-of-general-counsel-beyond-the-basics-of-legal-advice-with-alexander-lima-vice-president-and-associate-general-counsel-of-wesco-international/
• Quarterbacking Complex Legal Issues, Business Decisions and COVID-19 with Bill Heller, Senior Vice President and General Counsel of the New York Giants: https://www.furiarubel.com/podcasts/quarterbacking-complex-legal-issues-business-decisions-and-covid-19-with-bill-heller-senior-vice-president-and-general-counsel-of-the-new-york-giants/
• Human-Centered Leadership as a Differentiator in the AI Age, Bloomberg Law: https://www.furiarubel.com/news-resources/human-centered-leadership-is-the-differentiator-in-the-ai-age-published-in-bloomberg-law/

Coming Up Next: Tune in next week for an episode recapping the key takeaways from in-house counsel, private practice attorneys, and other legal thought leaders at the Women, Influence & Power in Law (WIPL) Conference 2025.