Law firms and their clients often find themselves at odds when it comes to valuing legal advice. A common refrain from clients is, “I’d rather have concise and prompt advice than a slower, more detailed assessment.” That is entirely reasonable and aligns with what most clients want—quick, clear, actionable guidance rather than lengthy legal memos.
But herein lies a pricing quandary: clients frequently misperceive shorter, clearer advice as being worth less, purely because there are fewer words. Some even go so far as to ask, “Why was nearly two hours spent for that length of an email?”
This frustration is rooted in a problem of the legal profession’s own making. For decades, law firms have conditioned clients to equate the value of legal work with the amount of time spent, rather than the outcomes, insights, or peace of mind delivered. This results in a paradox where:
- If a lawyer delivers brilliant, high-value advice quickly, the client resists paying based on the value derived and insists on pricing tied to time spent.
- Conversely, if a lawyer spends considerable time on an issue but the client does not perceive significant value in the output, they then argue that time spent is irrelevant and push for a value-based pricing discussion instead.
This is a classic lose-lose scenario—one that law firms must navigate carefully. So how should firms approach pricing for highly efficient yet high-value legal advice? Here are three strategies:
1. Remind Clients They Are Paying for Expertise, Not Just Time
When clients challenge fees by stating, “It only took you two hours, so that’s all I’m willing to pay for,” a suitable response might be, “The work itself may have taken two hours, but it is the result of 30 years of experience, expertise, and judgment. That is what you are investing in.”
This statement crystallises the fundamental truth about professional services: clients are paying for the accumulated experience, skill, and judgment that enable a lawyer to deliver high-value advice efficiently. That efficiency is not a justification for lower fees; it is the very reason they engaged a top-tier lawyer in the first place.
2. Shift the Pricing Paradigm from Inputs to Outcomes
If you anticipate that a piece of work will never be properly compensated under a traditional hourly billing model, then change the conversation entirely. The most effective way to do this is by quoting a fixed fee for an agreed-upon scope of work. This shifts the client’s focus away from how long something takes and towards whether the proposed fee represents fair value for the outcome.
When pricing is structured this way, the cost of inputs (time spent) should not enter the conversation at all. Instead, the discussion should be framed around the results the client is receiving and the certainty that comes with a fixed price.
3. Educate Clients on the Effort Behind Brevity
French mathematician and philosopher Blaise Pascal once wrote: “I have made this letter longer than usual because I have not had time to make it shorter.” This quote, often misattributed to Mark Twain or Winston Churchill, perfectly captures the reality of legal writing. Concise, high-quality advice is rarely the result of quick, shallow analysis. Instead, it often takes more effort, deeper thinking, and careful refinement to distil complex legal issues into clear, succinct guidance.
Lawyers should proactively educate clients on this principle. A well-crafted, two-paragraph email could easily represent hours of research, synthesis, and expert judgment. Rather than apologising for brevity, firms should take pride in their ability to deliver clear, decisive advice efficiently—and ensure clients recognise its value.
Final Thoughts
The legal profession has spent decades conditioning clients to think in terms of time spent rather than value received. That needs to change. Law firms should not allow their best work—efficient, strategic, high-value advice—to be undermined by outdated pricing models. By framing pricing discussions around expertise, outcomes, and effort rather than just time, firms can ensure they are paid fairly for the value they deliver.
It’s time to stop selling time and start selling impact.
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