A Personal and Professional Marketing Plan for New Partners

The congratulatory letters and well wishers have come and gone and the honeymoon is over. Now it's time to assume the role of partnership. For some this will be a simple transition; for others it becomes on ongoing challenge. Associate life is basically akin to rankings in the military ' private, corporal, sergeant, lieutenant. Partnership is akin to making the move up through the ranks to captain, major, colonel or general. Along the way things change. Expectations are different and even if as an associate an individual has been doing his or her fair share of marketing, now you are an owner and more than ever, you need create your own personal and professional marketing plan.

Transitioning from the role of associate to that of partner can be daunting, even if as an associate an individual did the best legal work and indeed developed new business. Partners who market their practice areas with their associates usually do this to demonstrate to existing and prospective clients that the firm is committed to its clients' needs and to initiate the young partner in the ways of the care and feeding of clients. Associates might feel like they understand what is to be expected of them when they reach partnership, but many of them are totally unprepared for their role as an owner, manager, marketer and leader of a business enterprise. This is the essence of partnership. It is no longer just about good lawyering. As a partner, one must take their knowledge of the law and intertwine it to build client relationships and bring in new business. From the moment one becomes a partner, creating a personal and professional marketing plan is probably the most important aspect on the road to achieving success. In some instances, law firms look to executive coaching for new partners in an effort to assist in overcoming the challenges posed by added responsibilities. Coaching of this nature can also answer some of the questions that often arise in the environment of partnership, for example a higher level of stress that might interfere with performance and that could actually impede one's ability to be comfortable in the new environment and take on the added responsibilities that are inherent in the role of partnership.

Partnership opens new doors ' those of contribution, commitment and client relationship building. The contribution factor is the obvious ' the continuance of good lawyering coupled with attention to the role as an owner. The commitment factor is that of understanding the obligations of being part of a “covenant community” of people who share a common goal ' attention to clients and honing good management skills. The client relationship building and new business development are the areas that can impact the success of a partner.

It is often said that partners can be divided into three categories: finders, minders and grinders. The finders are those who have the talent to bring in the new business; the minders are those who are the client relationship partners; and the grinders are those partners who actually do the work for the clients. The finders and the minders are a marketing executives “dream team.” These individuals are imbued with a sense of business savvy that keeps the floodgates open as it relates to new business coming in the door and indeed have the responsibility of maintaining good relations with existing clients. New partners need to take a look at how to create a partnership personal and professional marketing plan. For those new partners who have been lucky enough to be mentored by a more senior partner, this plan has already been in the works as one goes about their day-to-day business. For those who come into a partnership either as a lateral partner or having just come through the ranks within a law firm, a personal and professional marketing plan is a must have tool in order to succeed in the highly competitive structure of a law firm. The personal and professional development plan is not based on lecturing, writing articles or cross-marketing. It is based on devoting more time to a non-legal profession pro bono assignment like volunteering or fundraising; joining a club that is unrelated to business but is an interesting outside activity that is not competitive; or just having more time with friends and family who are not in your profession. It's amazing what being around other types of people can do for personal and professional development. There is also the issue of creativity. A law firm is a highly controlled environment that is not creative in the sense of artistic creativity. However, it can be creative in the sense of problem solving, which is an important aspect of good lawyering. Creativity propagates sensitivity. How else would an actor be able to fill a role and convince an audience that he or she in fact is another individual? The legal profession tends to reserve creativity for clients. In reading Fortune magazine's list of “Best Places to Work”, it is interesting to note that in many instances creativity played a major role in fostering comraderie. Ideas for making the work place a better environment come from many sources. A new partner in a firm can effect change and set the tone for others coming along in the pipeline by engaging in personal creativity that doesn't always relate to lawyering, but rather lends itself to goodwill. It would be nice to be known as someone who is not only a superstar lawyer, but is also a pleasant co-worker and yes, partners are co-workers.

Leadership is another aspect in putting together a personal and professional development plan. Leadership takes on many forms ' moral, courageous, visionary, intellectual and collaborative. A new partner can define themselves by showcasing their leadership. All of the leadership characteristics mentioned above are requirements for this role and it is generally thought of in law firms as a very important part of law firm life. It also sharpens one's ability to become more adept at personal development. Leaders are not necessarily born; it can be an acquired taste. In Corporate America those that early on exhibit leadership roles are usually nurtured to become the next generation of management. It is important to do this not only from the business side but also to provide a pipeline of individuals who can assume roles in management. It doesn't always work that way in law firms. Without going into the detail of how law firm leaders are chosen, it is best to say that if a new partner demonstrates his or her ability to combine any of the characteristics of leadership defined above, with a personal development plan, these individuals can and will aspire to leadership roles and will be respected in those roles.

Another topic relating to personal and professional development that is important for new partners is that of collaboration or what is called in business circles coaching “group dynamics”. Law firms do not always foster collaboration. New partners can often find themselves isolated. It is important for new partners to understand the effectiveness of collaborating with their colleagues and it just doesn't mean other lawyers. To accomplish any task or complete any project in a law firm, it takes more than one person. Understanding how to work with other people in a team environment on a day-to-day basis is just as important as sitting in a conference room with clients or defending a client in a court room. The players are different but the dynamics are the same. The new partner must strive to be in a position to work with all types of individuals within the work place and to be a champion for the collaborative effort. When a case is won or a deal is completed, all who participated should be rewarded and it doesn't mean monetarily. Group activities like victory or closing lunches or dinners are excellent motivators and create good will in the work place and it's another way for people to see the more human side of their co-workers. New partners are especially encouraged to lead the charge on this very important aspect of work place culture.

Still another aspect of personal and professional development is that of visionary. As noted above it is also an important characteristic of leadership. A new partner who sees a better way of lawyering or managing should not hesitate to come forward with the concept. Young lawyers are generally in the loop with their outside colleagues about advancements in management techniques and client-related situations both in the corporate world and in other law firms. The visionary sees the solution to the problem and then back tracks to formulate the steps that need to be taken to get the desired result. It is not uncharacteristic for young lawyers to be in a position to make improvements in the way things get done. Generally speaking, their knowledge of technology and infrastructure from working all those hours can lead to better design mechanisms for accomplishing projects leading to better productivity and happier clients.

New partners should be encouraged to contribute to management presentations at partnership meetings. This aspect of partnership should not always be left to the more senior partners. New ideas and developments relating to recruiting, technology, financial and other internal management matters should become part of a new partners ritual. It also lends to the concept of the legacy partner whereby there is always someone at the next level who can be counted on by senior management to carry the torch on decision making.

Finally, there is the aspect of being a role model for those coming through the ranks. There is no greater aspect of partnership than that of being emulated by both your peers and those that would be partners. What makes a good role model? It is usually the person who understands the five forms of leadership and can communicate those forms effectively. Role models tend to garner respect from everyone in the work place. This usually leads to respect from clients as well. Since new partners are sometimes at the lower end of the food chain, being an effective role model can put the individual in a position of future leadership. If a new partner takes his role model status seriously, he or she will most likely be called upon to influence client development, recruiting and mentoring and not so far down the road management decisions. The personal and professional marketing plan is the blueprint for success.

The congratulatory letters and well wishers have come and gone and the honeymoon is over. Now it's time to assume the role of partnership. For some this will be a simple transition; for others it becomes on ongoing challenge. Associate life is basically akin to rankings in the military ' private, corporal, sergeant, lieutenant. Partnership is akin to making the move up through the ranks to captain, major, colonel or general. Along the way things change. Expectations are different and even if as an associate an individual has been doing his or her fair share of marketing, now you are an owner and more than ever, you need create your own personal and professional marketing plan.

Transitioning from the role of associate to that of partner can be daunting, even if as an associate an individual did the best legal work and indeed developed new business. Partners who market their practice areas with their associates usually do this to demonstrate to existing and prospective clients that the firm is committed to its clients' needs and to initiate the young partner in the ways of the care and feeding of clients. Associates might feel like they understand what is to be expected of them when they reach partnership, but many of them are totally unprepared for their role as an owner, manager, marketer and leader of a business enterprise. This is the essence of partnership. It is no longer just about good lawyering. As a partner, one must take their knowledge of the law and intertwine it to build client relationships and bring in new business. From the moment one becomes a partner, creating a personal and professional marketing plan is probably the most important aspect on the road to achieving success. In some instances, law firms look to executive coaching for new partners in an effort to assist in overcoming the challenges posed by added responsibilities. Coaching of this nature can also answer some of the questions that often arise in the environment of partnership, for example a higher level of stress that might interfere with performance and that could actually impede one's ability to be comfortable in the new environment and take on the added responsibilities that are inherent in the role of partnership.

Partnership opens new doors ' those of contribution, commitment and client relationship building. The contribution factor is the obvious ' the continuance of good lawyering coupled with attention to the role as an owner. The commitment factor is that of understanding the obligations of being part of a “covenant community” of people who share a common goal ' attention to clients and honing good management skills. The client relationship building and new business development are the areas that can impact the success of a partner.

It is often said that partners can be divided into three categories: finders, minders and grinders. The finders are those who have the talent to bring in the new business; the minders are those who are the client relationship partners; and the grinders are those partners who actually do the work for the clients. The finders and the minders are a marketing executives “dream team.” These individuals are imbued with a sense of business savvy that keeps the floodgates open as it relates to new business coming in the door and indeed have the responsibility of maintaining good relations with existing clients. New partners need to take a look at how to create a partnership personal and professional marketing plan. For those new partners who have been lucky enough to be mentored by a more senior partner, this plan has already been in the works as one goes about their day-to-day business. For those who come into a partnership either as a lateral partner or having just come through the ranks within a law firm, a personal and professional marketing plan is a must have tool in order to succeed in the highly competitive structure of a law firm. The personal and professional development plan is not based on lecturing, writing articles or cross-marketing. It is based on devoting more time to a non-legal profession pro bono assignment like volunteering or fundraising; joining a club that is unrelated to business but is an interesting outside activity that is not competitive; or just having more time with friends and family who are not in your profession. It's amazing what being around other types of people can do for personal and professional development. There is also the issue of creativity. A law firm is a highly controlled environment that is not creative in the sense of artistic creativity. However, it can be creative in the sense of problem solving, which is an important aspect of good lawyering. Creativity propagates sensitivity. How else would an actor be able to fill a role and convince an audience that he or she in fact is another individual? The legal profession tends to reserve creativity for clients. In reading Fortune magazine's list of “Best Places to Work”, it is interesting to note that in many instances creativity played a major role in fostering comraderie. Ideas for making the work place a better environment come from many sources. A new partner in a firm can effect change and set the tone for others coming along in the pipeline by engaging in personal creativity that doesn't always relate to lawyering, but rather lends itself to goodwill. It would be nice to be known as someone who is not only a superstar lawyer, but is also a pleasant co-worker and yes, partners are co-workers.

Leadership is another aspect in putting together a personal and professional development plan. Leadership takes on many forms ' moral, courageous, visionary, intellectual and collaborative. A new partner can define themselves by showcasing their leadership. All of the leadership characteristics mentioned above are requirements for this role and it is generally thought of in law firms as a very important part of law firm life. It also sharpens one's ability to become more adept at personal development. Leaders are not necessarily born; it can be an acquired taste. In Corporate America those that early on exhibit leadership roles are usually nurtured to become the next generation of management. It is important to do this not only from the business side but also to provide a pipeline of individuals who can assume roles in management. It doesn't always work that way in law firms. Without going into the detail of how law firm leaders are chosen, it is best to say that if a new partner demonstrates his or her ability to combine any of the characteristics of leadership defined above, with a personal development plan, these individuals can and will aspire to leadership roles and will be respected in those roles.

Another topic relating to personal and professional development that is important for new partners is that of collaboration or what is called in business circles coaching “group dynamics”. Law firms do not always foster collaboration. New partners can often find themselves isolated. It is important for new partners to understand the effectiveness of collaborating with their colleagues and it just doesn't mean other lawyers. To accomplish any task or complete any project in a law firm, it takes more than one person. Understanding how to work with other people in a team environment on a day-to-day basis is just as important as sitting in a conference room with clients or defending a client in a court room. The players are different but the dynamics are the same. The new partner must strive to be in a position to work with all types of individuals within the work place and to be a champion for the collaborative effort. When a case is won or a deal is completed, all who participated should be rewarded and it doesn't mean monetarily. Group activities like victory or closing lunches or dinners are excellent motivators and create good will in the work place and it's another way for people to see the more human side of their co-workers. New partners are especially encouraged to lead the charge on this very important aspect of work place culture.

Still another aspect of personal and professional development is that of visionary. As noted above it is also an important characteristic of leadership. A new partner who sees a better way of lawyering or managing should not hesitate to come forward with the concept. Young lawyers are generally in the loop with their outside colleagues about advancements in management techniques and client-related situations both in the corporate world and in other law firms. The visionary sees the solution to the problem and then back tracks to formulate the steps that need to be taken to get the desired result. It is not uncharacteristic for young lawyers to be in a position to make improvements in the way things get done. Generally speaking, their knowledge of technology and infrastructure from working all those hours can lead to better design mechanisms for accomplishing projects leading to better productivity and happier clients.

New partners should be encouraged to contribute to management presentations at partnership meetings. This aspect of partnership should not always be left to the more senior partners. New ideas and developments relating to recruiting, technology, financial and other internal management matters should become part of a new partners ritual. It also lends to the concept of the legacy partner whereby there is always someone at the next level who can be counted on by senior management to carry the torch on decision making.

Finally, there is the aspect of being a role model for those coming through the ranks. There is no greater aspect of partnership than that of being emulated by both your peers and those that would be partners. What makes a good role model? It is usually the person who understands the five forms of leadership and can communicate those forms effectively. Role models tend to garner respect from everyone in the work place. This usually leads to respect from clients as well. Since new partners are sometimes at the lower end of the food chain, being an effective role model can put the individual in a position of future leadership. If a new partner takes his role model status seriously, he or she will most likely be called upon to influence client development, recruiting and mentoring and not so far down the road management decisions. The personal and professional marketing plan is the blueprint for success.