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If you've spent any time selling professional services to lawyers, you should already know that this market is uniquely idiosyncratic, uniquely resistant, and uniquely challenging. It requires special insights, strategies, and training to successfully penetrate.

There are problematic dynamics at both individual and institutional levels:

• Because many lawyers hate to sell, they're resistant to anyone who's trying to sell them anything—even before they meet you.
• The unique ethical restraints that affect lawyers' client relationships encourage an additionally guarded mindset with respect to anyone selling services that have impact on their clients.
• Law firms are most often flat organizations, so the decision-making process is roiled by internal politics often involving irreconcilable priorities among the partners. Executive committees and practice group heads are often at loggerheads.
• Law departments are often cost centers challenged at every turn to demonstrate cost-efficiency. As an organizational fact of life, it is a huge barrier to entry.

How can we cut through these Gordian knots?

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