Debra Baker is a journalist turned lawyer focused on helping drive law firm growth in revenue and expand client relationships in a profession undergoing dramatic change.
At GrowthPlay, Debra brings more than 25 years of experience in the legal market to oversee the Professional Services Team’s Strategic Growth & Innovation Initiatives. Prior to this role, she founded Law Leaders Lab, served as head of business development for an AmLaw 100 firm, and as marketing director for a legal technology company. Additionally, she was a senior writer for the ABA Journal, where she received numerous awards for her coverage of issues related to law firm management, women in the law, and talent management. Debra is a frequent speaker on the topic of law innovation, new business development, and sales performance. She currently serves on the board of directors for the Northwestern Law School Center for Practice Engagement & Innovation.
Debra’s blend of journalism, legal, and business experience provides her with a distinct perspective when it comes to delivering new approaches in clear and compelling ways. Clients appreciate her willingness to tailor projects and programs to meet the unique needs of their organizations.
Debra is active in the San Diego community, having served on the boards of several non-profits, including Pro Kids/The First Tee of San Diego and the Thursday Club Foundation. She has been recognized among the San Diego Business Journal’s “Women Who Mean Business,” and by San Diego Metro Magazine’s “Women Impacting San Diego.”
Mastering the method is the third step in this important process. And, as we noted in our previous posts, when your method emerges as a result of thoughtful reflection on why you are doing what you’re doing and how you will communicate it, you will have a much greater chance of meeting your goals.
Law firm mergers are an opportunity to combine assets to improve financial results, often in the near term. Done right, a merger also can be the catalyst accelerating long-term law firm growth. The key is to cultivate a growth mindset.
If you were to poll the attorneys in your firm about whether business development is an expectation or an option, would you get a consistent answer? High performing firms are increasingly investing earlier and more often in attorney business development coaching and training. This is good news for a profession that historically looked down on business development as being beneath the character of a lawyer. Increasingly lawyers are recognizing that sales is about helping solve problems that need to be solved — an extension of rather than an adjunct to legal excellence.
Meet the rising star of new law: the changemaker. Change-makers are lawyers with a relentless focus on growth who also recognize that long-term success requires more than revenue generation alone. With the head of a rainmaker and the heart of an innovator, change-makers are quickly becoming a driving force in helping partners buy into new ways of thinking.
The legal profession has had a pretty good run. Lawyers are busy and overall law firm economics are solid. After a decade of declining and flat growth, 2018 brought an upward tick in demand. Key practices of corporate, litigation and employment all reported growth. Anecdotally, a general sense of “busyness” contributed to attorney confidence and sense of productivity.
Innovation is a loaded term for many firms. A new GrowthPlay study looks beneath the surface at why law innovation is a challenge and what practical tools are available to circumvent them.
