Put Your Ego Aside: Law is a service industry
For many lawyers, their professional self-image—and, for some, self-worth—is shaped by the idea of the intense intellectual demand and perceived courtroom theatrics of the legal profession. The law is not viewed as a trade, and it often distinguishes itself from other jobs by emphasizing postgraduate degrees, expertise, ethical obligations and the privilege of advocating for others within the justice system. But practicing law is, at its core, a service and should be viewed as such.
To succeed as an attorney is not simply to know the law but to serve clients—i.e., those people and organizations navigating some of the most stressful, high-stakes situations of their existence. In that sense, lawyers can (and should) learn from those who work in the more traditional service industries, including servers, bartenders, baristas, hotel staff and others whose livelihoods depend on anticipating needs, communicating clearly, de-escalating conflict and delivering value in ways that make their clients (aka customers) feel understood, cared for and valued. Lawyers should embrace that comparison because the lessons lawyers can learn from service workers to elevate their own client service and professional success can be invaluable.
Lawyers = service providers
At its core, the attorney-client relationship is a professional services relationship. A client comes to a lawyer with a problem—whether it is a family dispute, criminal charges or a business deal—and expects the lawyer to solve their problem or, at minimum, guide them through it to mitigate the associated stress, anxiety and risk. Like a customer walking into a restaurant, the client might not know what goes into preparing the “meal” (e.g., researching the law, drafting pleadings, negotiating settlements, coordinating discovery, etc.). But what the client does know is whether they feel welcomed, listened to and satisfied with the outcome. In other words, did they get what they paid for?
This dynamic means that lawyers must do more than deliver the substantive legal work product; they must also manage the client’s experience. A perfectly executed contract (if there is such a thing), well-drafted motion or a winning argument rarely makes the client forget being ignored, talked down to or billed without clarity. Success in law depends not only on technical performance but also on the client’s perception of the experience. And, as the old adage goes, perception is reality.
Some lawyers bristle at the idea of being considered a service worker. Lawyers attend law school, pass the bar exam and are governed by ethical codes, licensing requirements and rigorous intellectual demands. To equate the practice of law with service work might feel diminishing of these achievements and constant professional pressures. But this resistance often stems from insecurity, ego and a misunderstanding of what “service” entails. Service simply means recognizing that the value of professional work lies not only in its technical correctness but also in how it improves the client’s experience.
The following sections offer practical suggestions on how you can develop this often-discounted aspect of professional development.
First impressions matter
The first few seconds of an interaction set the tone for the entire relationship. A server who greets you with kindness, enthusiasm and attentiveness immediately instills trust, puts you at ease and suggests that this will be a good experience.
The same principle applies to law. When you meet a new or returning client, they are often anxious, uncertain and vulnerable. A lawyer who acknowledges those emotions listens actively, responds with clarity and creates an impression of competence and care. Conversely, hastiness, unfriendliness or excessive formality (read: lighten up on the legal jargon) may leave clients feeling dismissed or misunderstood. Or worse: A lawyer who ignores a client or takes too long to respond may lose the client’s trust before there is a chance to build it. Emotional rapport is a big part of professional effectiveness and success.
Manage expectations
The best service workers anticipate customer needs before being asked: refilling drinks, providing an update that the meals will be out shortly, offer- ing the check at the right time. This kind of attentiveness makes customers feel seen and valued. Think about how you want to be treated and experience various interactions—dining out, seeing your family doctor, meeting with your accountant. It is highly likely that your clients want to be treated similarly when meeting with their lawyer. Therefore, lawyers can (and should) practice similar foresight.
For example, clients often do not know what to ask or may be too embarrassed to ask what they perceive as a stupid question. A lawyer who anticipates questions about costs, timeliness and risks demonstrates not only expertise but also empathy. Also, if there is a lag in activity, periodically reaching out to clients to let them know that while there is no substantive update (because the court is still considering the motion, or the other side has been on vacation), you have not forgotten about them. This shows that you are staying on top of their matter; you are interested and invested. Silence, on the other hand, breeds frustration, confusion and fear.
Similarly, overpromising may win short-term gratitude, but underdelivering destroys long-term trust. Clients are far more forgiving of unfavorable outcomes, inconveniences and delays when their expectations were set realistically.
Handling difficult clients
Not every client is pleasant. Mastering techniques to de-escalate situations by staying calm, not taking insults or frustration personally and redirecting complaints is vital to a successful practice. Patience and professionalism are tools, not weaknesses. A lawyer who listens without defensiveness and responds with understanding often preserves the relationship.
Indeed, one of the most underappreciated (and underdeveloped) skills is mastering the emotional labor of the job: smiling when tired, staying polite when frustrated, showing kindness on a bad day. Lawyers must often mask their own stress, fatigue or frustration to provide stability for their clients. Recognizing emotional labor as part of the professional role helps lawyers approach their work with intentionality, consistency and a high standard of excellence. It is not about being fake but about understanding that professionalism often means providing reassurance and steadiness even when you would rather be curled up on your couch scrolling your phone.
Be service-oriented
By embracing these basic tenets of the service industry, lawyers can transform their practices. They can move from seeing themselves as providers of legal answers to providers of people-centered solutions, which may be even more valuable as we fully embrace the era of artificial intelligence. In doing so, they not only serve their clients more effectively but also elevate the profession itself. Because in the end, like hospitality, law is about helping people in their moments of need with skill and respect.
Erin E. Rhinehart. (Photo courtesy FarukiErin E. Rhinehart is co-managing partner of Faruki in Dayton, Ohio. Her practice focuses on commercial litigation, spanning a variety of issues and industries.
Survival Guide, Esq. offers advice for early-career lawyers through a partnership between the ABA Journal and the ABA Young Lawyers Division. The authors of the column welcome any of your questions. Please send them to [email protected].
This column reflects the opinions of the author and not necessarily the views of the ABA Journal—or the American Bar Association.
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