Eric Fletcher

With more than twenty-five years of experience, spanning broadcasting, advertising, marketing and professional services business development, Eric Fletcher is a seasoned connector -- of ideas, people and strategic growth-oriented solutions. For the past fifteen years he has managed and directed teams focused on targeted business development and client service in the legal industry. Today he heads the marketing and business development efforts for Liskow & Lewis, and resides in New Orleans. Opinions expressed in Marketing Bran Fodder are his own.

Latest Articles

When things don’t change, there is typically one reason. Change is simply not a priority. Wherever there is a lot of talk, but very little action…when progress is painfully slow (without regard to how essential we say it is) it is almost always due to one thing. The prescribed movement isn’t important enough to command the necessary attention and resources. And the venue doesn’t matter. From inside your firm, to global seats of power…from personal…
If your firm is puzzling over conversations like inclusion, mental health in the work place, succession, stability or any aspect of how to grow, take it as a warning sign: critical areas of your organization may not be aligned. Not that these topics can’t be plenty challenging. Indeed, any one calls for the best a leader or leadership team can bring to the table. But if you’re having trouble finding a framework for addressing your…
For every firm wrestling with direction, under performance, growth, market position, diversity and inclusion, compensation systems, how to address succession planning…and the list goes on…there is good news The shortest distance between today’s challenges and meaningful progress could be as close as organizational alignment. The downside is that institutional alignment is often the last thing anyone focuses on. When the day-in-day-out realities of running a firm already demand more time than is available, “soft” discussions…
Does your firm regularly wrestle with measuring return when it comes to business development efforts? If so, you’re far from alone. At least one reason is that for many firms, the pursuit of new business is not aligned with any overall, longer-than-this-year strategic plan — one that is guided by a set of core principles, and establishes the basis for strategic growth. There are exceptions, of course; but for the most part, law firms grow…
If your firm is like most, the pursuit of lateral partners is a critical piece of your growth plan, and you invest in it disproportionately. But unless yours is an exception, the effort under-delivers. Consider data highlighted in a January article from ALM, authored by Nicholas Bruch, Michael A. Ellenhorn and Howard Rosenberg. In the past 5 years (2014-2018) there were almost 9,000 lateral moves made within Am Law 200 firms. (This doesn’t count firms…
Leverage is an often used buzz word when business conversations focus on productivity, growth and profitability. Oxford Dictionaries define it as the exertion of force by means of a lever. In practical and slightly less mechanical terms — it is the use of resources at your disposal to change the equation that shapes the your status quo. Leverage is one of the concepts at the heart of the conversation when professional service firms focus on…
I remember when we used to be able to disagree with each other. We could have a debate, and go home friends. We could work alongside others, and even build a community with folks with whom we shared differing views. Things weren’t perfect, for sure; but it wasn’t unheard of for diverse groups to manage to identify common ground, and get things done. I remember when collaboration and consensus were positives. Those were the days.…
In 2001 Erik Weihenmayer reached the peak of Mount Everest — an impressive feat in-and-of itself. But one thing should be noted: Erik is blind. I first learned of his story several years ago, and was reminded of it thanks to a recent story on NBC’s Today Show. But Everest is only part of the story. In 2005 Erik became the first blind climber, and 1 of only 150 total climbers to have completed the Seven…
Finally! The firm I was working with had been invited to make a pitch to a target we’d been pursuing for a couple of years. But the knee-jerk reaction was — wait for it — to make a list of every professional that should be included in the in-person pitch — 13 firm partners…representing each of the practice areas in which we believed we could serve the potential client. Thirteen of us. Two individuals would…
At some point, given the right topic, almost everyone will have a moment worth sharing. The challenge, at least as it relates to productive dialogue, is that many of us believe the frequency and scope of our insight is so grand as to warrant the lion’s share of attention in any given room. But when was the last time we engaged in an interaction where the objective of everyone in the room was to listen,…