Dealing with Clash of Styles

Red Flags

Just about every firm desires new blood with business. For example, a lawyer who joins the firm with already established clients in tow conjures up visions of dollar signs. Most of those lawyers know how to attract business, and usually they'll do just fine if they are provided with background information and partner and staff support. But, such attorneys previously had been selling a somewhat different product (most likely another firm with variations on your firm's expertise, personnel and scope of practice). Go-getters may be impatient and not understand why everyone doesn't think and act like they do. A managing partner in a mid-sized firm said of one of his partners, an energetic business-generator who loves that part of his practice, “He's selling all the time and puts people off.” The partner he was referring to wonders why everyone else doesn't “get it.”

There may be a need to curb some people's enthusiasm and aggressiveness. You must be sure the pitch and the techniques intended for use in marketing your firm reflect it accurately in both fact and tone. Otherwise watch out! The possible consequences are:

• Angry partners;
• Business the firm doesn't want;
• Business the firm can't adequately or profitably handle; and/or
• A tarnished or distorted reputation in the firm's traditional and desired markets.

Changing Behaviors

How can you channel the enthusiasm and skill of the go-getters to make sure they stay aligned with firm vision and strategy? A marketing director from a southern firm helps to craft thoughtful letters to “cold” contacts in appropriate (and ethically correct) language and then asks the go-getters to encourage and teach others in the firm to try new things. This has led to several successful long-term clients. In the sales cultures now desired and being built in many firms today, the eager and “aggressive” can be a positive example if the marketing director can step in and provide strategic direction and an editor's discipline.

Everyone must be clear as to the profile of desirable clients for the firm and also on the approval process for new clients and matters. Often firms neglect to be specific enough or to communicate this information to new arrivals or junior professionals and even new partners. The Marketing Partner or Business Development Committee and Marketing Director can assure this information is readily available by compiling it and posting it on the firm's Intranet, distributing print copy and holding in-person briefings.

Senior partners may not be giving their juniors time and support for business development — sometimes they fear “empowering” them. How do you persuade senior partners to support eager junior partners and senior associates in their business development efforts?

Recognize Teamwork

With the information piece as a foundation, it is time to look at incentives, and not only financial ones. In fact, financial incentives might only be minimally appropriate. Construct a recognition system that recognizes people for carrying out desired behaviors, such as teamwork and support for junior and less experienced business developers. Positive feedback from management and practice leaders as well as kudos in internal marketing media will help, as will team bonuses.

Work on creating a culture that encourages the go-getters to team with the younger people and show them how it's done. Give them credit for it. Don't fashion agreements with newly acquired “contract partners” that provide incentives for bringing in any kind of business regardless of whether it fits with the firm's profile or available personnel to provide great service. Bring the go-getters into the mainstream of firm activities and make them feel involved while spreading their enthusiasm and skills to the more conservative and less experienced professionals. This is a perfect opportunity for coaching on personal (behavioral) styles so that attorneys of all styles will have a better understanding of the strengths of styles other than their own and how to capitalize on their own strengths. They will learn to appreciate how different styles can complement each other and how they can work more smoothly for mutual benefit.

The marketing directors and staff have an important role to play in the clash of cultures by regularly reiterating the description of desired firm clients, being available to coach, matching up professionals for marketing and monitoring new business development. While most marketing professionals don't have the authority in a partnership to change the reward system, they (especially Chief Marketing Officers) can make a strong case for how recognition and reward influence behavior within the culture and recommend appropriate changes.

“The thing about going out and getting new business,” said a partner in a large New York-based firm, “is that when you bring it in, it's one of the greatest feelings you can have!” If everyone was so motivated, if every lawyer or professional felt that way, there would be no lacking for business and a smile on the face of every firm marketing manager.

Strangely enough, if such a utopia existed, there would still be potential for some sticky problems – the solutions for which require savvy marketing management and fostering of a teamwork culture. Having business go-getters in your firm is a real asset. But their energy must be channeled and monitored to assure it is used most effectively, efficiently and appropriately. There can be tensions between go-getters and conservatives and between younger professionals and senior partners with established bases.

And with every merger or acquisition, there is the potential for culture clash.

Red Flags

Just about every firm desires new blood with business. For example, a lawyer who joins the firm with already established clients in tow conjures up visions of dollar signs. Most of those lawyers know how to attract business, and usually they'll do just fine if they are provided with background information and partner and staff support. But, such attorneys previously had been selling a somewhat different product (most likely another firm with variations on your firm's expertise, personnel and scope of practice). Go-getters may be impatient and not understand why everyone doesn't think and act like they do. A managing partner in a mid-sized firm said of one of his partners, an energetic business-generator who loves that part of his practice, “He's selling all the time and puts people off.” The partner he was referring to wonders why everyone else doesn't “get it.”

There may be a need to curb some people's enthusiasm and aggressiveness. You must be sure the pitch and the techniques intended for use in marketing your firm reflect it accurately in both fact and tone. Otherwise watch out! The possible consequences are:

• Angry partners;
• Business the firm doesn't want;
• Business the firm can't adequately or profitably handle; and/or
• A tarnished or distorted reputation in the firm's traditional and desired markets.

Changing Behaviors

How can you channel the enthusiasm and skill of the go-getters to make sure they stay aligned with firm vision and strategy? A marketing director from a southern firm helps to craft thoughtful letters to “cold” contacts in appropriate (and ethically correct) language and then asks the go-getters to encourage and teach others in the firm to try new things. This has led to several successful long-term clients. In the sales cultures now desired and being built in many firms today, the eager and “aggressive” can be a positive example if the marketing director can step in and provide strategic direction and an editor's discipline.

Everyone must be clear as to the profile of desirable clients for the firm and also on the approval process for new clients and matters. Often firms neglect to be specific enough or to communicate this information to new arrivals or junior professionals and even new partners. The Marketing Partner or Business Development Committee and Marketing Director can assure this information is readily available by compiling it and posting it on the firm's Intranet, distributing print copy and holding in-person briefings.

Senior partners may not be giving their juniors time and support for business development — sometimes they fear “empowering” them. How do you persuade senior partners to support eager junior partners and senior associates in their business development efforts?

Recognize Teamwork

With the information piece as a foundation, it is time to look at incentives, and not only financial ones. In fact, financial incentives might only be minimally appropriate. Construct a recognition system that recognizes people for carrying out desired behaviors, such as teamwork and support for junior and less experienced business developers. Positive feedback from management and practice leaders as well as kudos in internal marketing media will help, as will team bonuses.

Work on creating a culture that encourages the go-getters to team with the younger people and show them how it's done. Give them credit for it. Don't fashion agreements with newly acquired “contract partners” that provide incentives for bringing in any kind of business regardless of whether it fits with the firm's profile or available personnel to provide great service. Bring the go-getters into the mainstream of firm activities and make them feel involved while spreading their enthusiasm and skills to the more conservative and less experienced professionals. This is a perfect opportunity for coaching on personal (behavioral) styles so that attorneys of all styles will have a better understanding of the strengths of styles other than their own and how to capitalize on their own strengths. They will learn to appreciate how different styles can complement each other and how they can work more smoothly for mutual benefit.

The marketing directors and staff have an important role to play in the clash of cultures by regularly reiterating the description of desired firm clients, being available to coach, matching up professionals for marketing and monitoring new business development. While most marketing professionals don't have the authority in a partnership to change the reward system, they (especially Chief Marketing Officers) can make a strong case for how recognition and reward influence behavior within the culture and recommend appropriate changes.