Want to Grow Your Law Firm? These 6 Key Questions Can Help

By Bill Sansone, CPA

Developing a successful law firm means much more than effectively practicing law. Whether you're a solo attorney or managing partner, your business growth hinges on having a clear and compelling vision for the future and the values that support it.

Over the years, I’ve worked with countless law firms across the country. One thing is always clear—the most successful firms have taken the time to define who they are, what they stand for, and where they’re going.

If you want to build your firm’s business and reach new milestones, start by answering these key foundational questions:

1. Who are we as a law firm?

Every effective strategic plan begins with thoughtful reflection and a strong sense of self-awareness. Before charting the course for your firm’s future, it’s essential to understand who you are and what your firm stands for.

Start by asking yourself:

• Who are we as a firm?

• What are our top achievements?

• What setbacks have we faced?

• What do we want to be known for?

• Are we currently recognized as thought leaders?

The answers to these questions should form the foundation for your firm’s identity and growth strategy. After all, if you don’t shape your own narrative, someone else will. Whether your firm is best known for aggressive litigation, compassionate service, or exceptional client outcomes, that identity should beclear, consistent, and intentional.

One of the most powerful ways to lay that foundation is by crafting a strong, purpose-driven mission statement based upon who you are and want to be as a firm.

2. What is our firm’s mission statement?

A well-crafted mission statement sets the tone for your firm’s direction—from branding and client service to leadership, culture, policies, and long-term strategy.

A mission statement is not just a paragraph on your website. It’s the core of your firm’s identity. To jumpstart your thinking, I’ve created an example of a mission statement for you to reference:

Law Firm Mission Statement Example

“At [Firm Name], we are committed to delivering exceptional legal services with integrity, professionalism, and unwavering dedication to justice. Our mission is to provide our clients with expert legal counsel, innovative solutions, and strong advocacy to protect their rights and interests. We strive to foster lasting relationships built on trust, transparency, and excellence, upholding the highest ethical standards in everything we do. Whether guiding individuals, businesses, or communities, we stand as champions of fairness, committed to making a meaningful impact in the legal world.”

Customize the statement above with your own values or draft your own from scratch to best reflect your firm’s areas of expertise, personality, and core values.

Revisit your mission statement regularly, using it as a filter that guides your decisions. You should also treat it as a living document that may evolve alongside your firm.

3. What drives our law firm’s purpose?

After crafting your mission statement, it’s time to clarify your purpose. Every law practice is shaped by its values, areas of focus, and the unique needs of the clients it serves. This is your opportunity to define not just why your firm exists, but what truly sets it apart—perhaps through its practice style, internal culture, or community impact.

Feeling like your firm blends in with the rest? Dig deeper. With thoughtful reflection, you’ll uncover what makes your firm genuinely unique. Embrace and leverage those distinctive qualities to confidently stand out in a crowded legal landscape.

Start defining why you do what you do by asking yourself:

• What motivates us to keep practicing law?

• Are we here to maximize revenue, promote justice, preserve tradition, or do we have other motivations?

• What does success look like?

• How can we measure our successes?

• How do we contribute to and give back to the community?

Clarifying your "why" helps you align decisions across marketing, hiring, operations, and even client selection.

Common motivations may include:

• Serving a particular community

• Advancing a specific social or cultural mission

• Carrying on a legal or family legacy

• Achieving financial independence or growth

These are among the many facets worth exploring when deciding what makes your law firm tick.

4. What law firm business model are we building?

Your business model speaks volumes about your long-term vision and is closely related to your long-term goals and aspirations. It is also central to answering the question of “What are we trying to achieve?”

Most law firms fall into one of three models:

• Revenue-Based Compensation Firms: Operating on short-term goals, each partner focuses on their own book of business at these firms. Success is often measured by how much is billed and collected.

• Profit-Sharing Firms: Collaboration is central. These firms encourage mentorship, team development, and a shared path to success.

• Reinvestment-Oriented Firms: These firms emphasize culture, training, and long-term planning, including succession strategies.

Which business model best describes your firm today? Is it aligned with where you want to be in the future? Reflecting on your mission statement and purpose can offer valuable insights. These three general guideposts can help you evaluate your current direction and define a business model that truly supports your goals, values, and long-term vision.

5. Are we recognized for our legal expertise?

Expertise is your firm’s competitive advantage. The strongest firms are known not just for practicing law but for shaping the field and consistently delivering high-quality service.

Consider:

• Are we regarded as thought leaders in our field?

• Do clients and peers seek out our insights?

• Do our attorneys speak at events or publish in legal journals?

• Are we known for excellent communication and personalized service?

• Do we obtain clients through referrals?

Your credibility and visibility as thought leaders can open doors to better clients, stronger referrals, and higher fees. If your firm isn’t yet widely recognized for its legal expertise, consider proactive ways to elevate your visibility and credibility within the legal profession and the broader community.

Here are several ways to build that kind of presence:

• Contribute to legal publications, like newsletters, journals, and blogs

• Actively participate in your local bar association

• Mentor law students or junior attorneys

• Serve on the board of a local non-profit organization

• Support and sponsor community events

6. Do we have the right law firm leadership?

Leadership drives everything, from culture to profitability. Your firm’s trajectory depends on who’s setting the course and how effectively they lead.

Take a close look at your leadership team:

• Do we have strong, capable leaders in place?

• Is the firm’s direction clear to everyone, from partners to staff?

• Are our leaders proactive or reactive?

• Do we have the right number—and type—of decision-makers?

Clear leadership roles help prevent confusion and foster accountability. Whether your leadership structure is formal or informal, every firm needs someone steering the ship.

Final Thoughts

Your firm’s mission, vision for the future, and values aren’t just talking points. They are powerful tools that can bring you clarity while guiding your decisions and future strategies. In today’s fast-changing legal landscape, firms that lack clarity risk falling behind.

By reflecting on these foundational questions and aligning your day-to-day operations with your long-term goals, you’ll not only position your firm for growth—you can build a legacy that lasts.

About the Writer

Bill E. Sansone is a licensed CPA in New York, New Jersey, and Florida. With more than 40 years of experience, he focuses on turning financial data into bottom-line growth. He specializes in services for law firms, with expertise in practice management, law firm profitability analysis, business and strategic planning, business succession planning, partner compensation plans, cash flow management, budgeting and forecasting, operations review, and auditing and tax. Bill is a frequent speaker for various local bar associations and law industry organizations.