Articles: Strategic Business Development Archives

Having worked with a large number of firms over 18 years, I've observed an increasing interest and enthusiasm among the younger lawyers to learn marketing skills and generate business. They know their careers depend on it and don't carry the lingering baggage of some older lawyers that selling is not what professionals do.

Task-oriented, results-oriented attorneys focus best on specific actions rather than process. In order to spread involvement in marketing to all levels, many firms are asking both partners and associates to develop and implement "personal marketing plans."

The objective of this tool is to commit each lawyer in the firm to concrete activities that will contribute in some manner to new business development and achievement of firmwide goals. As far as possible, the choice of actions should be up to the individual and should be self-motivated.

However, because self-motivation has its limits, especially among time pressured lawyers with an eye on billable hours, managing partners and business development committee heads, or practice group leaders can move forward the implementation of personal marketing plans by attention to management techniques that help to motivate others.

Following are the principles and techniques with illustrations of how to apply them.

COMMUNICATE CLEAR EXPECTATIONS OR RESULTS

For all selected or assigned tasks, make it clear that selected marketing activities are not optional. Mutually decide on quantifiable objectives (numbers of meetings attended, article deadlines, calls to contacts, and so on) for a predetermined time period. Explain how, when, and to what end activities will be evaluated.

USE "MANAGEMENT BY OBJECTIVE" WHEN POSSIBLE

Periodically monitor progress, ask for progress reports referring to set objectives. Evaluate by a combination of effort expended and achievement of objectives and results. A balance of the two is needed because many activities come to fruition over the long term and do not produce short-term results.

MANAGE ACCORDING TO CLEAR VALUES

Types of behavior and effort that the firm values as well as its priorities must be made clear. Marketing activities will fall to the bottom of the pile unless firm management is explicit in expressing the value it places on them and gives guidelines about how lawyers should juggle their priorities.

LISTEN

Associates and young partners may have very astute suggestions to offer that can benefit the firm's position. Not only solicit their input, but also make a point of listening carefully and attentively. Incorporate useful suggestions and give the attorneys leeway to reach desired ends by their own techniques.

VOICE APPRECIATION

Thank you's offer encouragement. Express them sincerely and as frequently as appropriate for assistance and worthy effort - it costs little and is a great motivator and morale builder.

RECOGNIZE, REINFORCE AND REWARD

Beyond thank you's, recognize effort and achievements through internal and external communication vehicles. Provide rewards (financial and/or nonfinancial), and announce what these will be in advance as part of marketing expectations policies. You do get what you reward.

HELP LAWYERS BUILD A STRONGER CONCEPT OF THEMSELVES AS MARKETERS

Because most young lawyers show a willingness to participate in marketing if they are given support and direction, an effective firmwide program requires a certain amount of training. Attorneys armed with sufficient information on what they are selling, a confidence in their firm's abilities, and the how to's of marketing legal services are more likely to persist in the effort and do a better job all around. Motivation studies indicate that challenge, freedom, control, and respect build confidence. Training can be formal or informal and can be provided in-house or by outside experts.

ENCOURAGE THE DEVELOPMENT OF MENTORING RELATIONSHIPS

Setting up mentoring pairs or teams can be an effective marketing training mechanism. The firm will need to seek out and recognize a sufficient number of potential mentors who would feel comfortable in the role and will commit to spending the required time. Role models in marketing with their own styles can be held up as examples to illustrate and encourage wider accomplishments.

START YOUNG LAWYERS WITH MARKETING RESPONSIBILITIES EARLY ON

Marketing awareness and firm capabilities information should be part of orientation training. Such information helps to build firm loyalty early and make new additions (entry-level or lateral) feel that they are part of a firmwide team responsible for its livelihood.

MAKE PARTICIPATION LEVEL APPROPRIATE TO THE RESPONSIBILITY

For young associates, plans should be developed with the help and guidance of the firm's marketing managers (lawyers or nonlawyers). More initiative should be expected from senior associates and junior partners within the framework of firmwide goals. Partners with more business development and client relations experience should be given more free reign but still should be required to coordinate their personal marketing plans with other partners. This can be done through an individual marketing director or partner or small committee designated to monitor plans for consistency with firm goals and to avoid duplication and counterproductive activities.

ENCOURAGE AND REINFORCE "BRAINSTORMING"

Periodic short brainstorming sessions can stimulate ideas and marketing teamwork. If the sessions are held to time limits (for example an hour) and run by a capable facilitator, the time will be well spent.

ENCOURAGE INNOVATION

A positive attitude should pervade. Brainstorming session rules should disallow "put down" of someone else's ideas. Let attorneys try out innovative marketing ideas (within the bounds of good taste) as long as they are willing to follow through.

DEVELOP A "WINNING EDGE" ATTITUDE

Drive home the effort to be the best in some way: service innovation, industry expertise, practice area concentration, geographic market, or some extraordinary combination. Differentiation among law firms is often difficult to articulate and substantiate, but it can be a critical factor in achieving a coveted reputation and the spirit for success. Young lawyers in a firm particularly demand to know "what makes us different" as they are learning to sell.

SET HIGH STANDARDS

Compare the level of performance expected with the best rather than the average. An average effort will not produce good marketing results. Management must articulate the expectations and the standards and define what a successful effort looks like.

That said, it is not necessary that firm management be the biggest business generators themselves. Cheerleading, motivating, recognizing effort and communicating success are crucial parts of leaders' and managers' roles.

© Phyllis Weiss Haserot. Published in several legal publications.