<b>Op-Ed:</b> 'Progress Is Our Most Important Product'

From where I am sitting, it's been a good year for law firm marketing, but let's not get carried away. Law firm marketing professionals need to keep the momentum building and that cannot happen without consistency. It is interesting to note that among the top five firms on this year's MLF 50, each Chief Marketing Officer/
Director has been with his/her firms quite a bit longer (average 5.5 years) than the 18-month 'life expectancy' for the key law firm marketing executive. What this says is that in order to get the vision articulated and implemented, one needs to stay the course, build support and gain ground one step at a time. The four key mistakes that law firm marketing executives make can best be described as follows:

1. Not having the required gravitas. Grownups need only apply!
2. Not having the buy-in. Getting that seat at the management table.
3. Not having the vision and clarity of thought. If you are in the position, you must have the vision and be clear as to how you are going to execute the plan that you create based on that vision
4. Having the need to build an empire. If a big staff makes you feel important, be sure you know where the exit sign is because that's surely where you are headed unless you can justify each position and that does not mean one person per job description

Successful CMOs/Directors are adept at using a velvet glove approach with the requisite standing up for the 10th-round mentality. I have spoken with many managing and marketing partners in law firms who say that what they like about the head of their marketing department is that he or she believes in the program; is willing to go the distance to get it implemented; and stands by their decisions ' again grownups only need apply.

The progress that law firm marketing has made is in large part due to the staying power of the key marketing executive, and that staying power requires a level of maturity, sophistication and a clear understanding of how to play in the same sandbox as the owners. Marketing programs are not easy to sell, but like other 'purchases' the purchaser/owner can be persuaded to approve the marketing budget if the case can be made that 'this is about progress' that will make the firm more viable and, yes, profitable. Chief Marketing Officers and Directors need to step up and stand behind their programs. Of course that means developing a plan that doesn't have an unrealistic end game. Too often, over-zealous CMOs and Directors reach for the moon and wind up 'cratering.' This does not have to happen if one recognizes that, in order to succeed, one needs to develop a plan, implement the plan using a step-by-step program, and deliver on the plan in a manner that demonstrates progress. Let's be honest; no one expects the infamous 'ROI,' but owners do expect progress and this is key to winning the hearts and minds of law firm owners.

Progress can be measured in many meaningful ways; but one thing is for certain, those marketing program 'wins' need to be memorialized, and that is where the testimonial comes into play. Every CMO/Director should build a 'kudos file' consisting of e-mails/notes/memos that applaud one's efforts. So how to do this? Answer: 'Just ask!' You know the drill when that owner runs into you in the office and says: 'You did a superb job on ' ' And your response: 'Would you mind putting that in writing?' In my long history, I have found that measuring progress is best served when there is a 'kudos file' to look back on. (And it doesn't hurt to have it ready to go at review time!) It is also a 'great read' on those difficult days when there is just a sense of being overwhelmed by it all. In the parallel universe of the democracy called partnership, the compensation committees of most law firms require that each partner provide a narrative of their yearly achievements. Get it ' achievements ' a/k/a the 'kudos file.'

So let's make a pact to not get caught up in all the ROI talk. And remember that ROI, at least in law firms, might just be defined by its true meaning ' 'king.' At least that is what 'roi' means in French. You know, maybe that's what they have been referring to all these years! Let's not think ROI, benchmarking, deliverables, results ' all those buzzwords that spell unreasonable expectations. Let's think progress!

' Elizabeth Anne 'Betiayn' Tursi, Editor-in-Chief

From where I am sitting, it's been a good year for law firm marketing, but let's not get carried away. Law firm marketing professionals need to keep the momentum building and that cannot happen without consistency. It is interesting to note that among the top five firms on this year's MLF 50, each Chief Marketing Officer/
Director has been with his/her firms quite a bit longer (average 5.5 years) than the 18-month 'life expectancy' for the key law firm marketing executive. What this says is that in order to get the vision articulated and implemented, one needs to stay the course, build support and gain ground one step at a time. The four key mistakes that law firm marketing executives make can best be described as follows:

1. Not having the required gravitas. Grownups need only apply!
2. Not having the buy-in. Getting that seat at the management table.
3. Not having the vision and clarity of thought. If you are in the position, you must have the vision and be clear as to how you are going to execute the plan that you create based on that vision
4. Having the need to build an empire. If a big staff makes you feel important, be sure you know where the exit sign is because that's surely where you are headed unless you can justify each position and that does not mean one person per job description

Successful CMOs/Directors are adept at using a velvet glove approach with the requisite standing up for the 10th-round mentality. I have spoken with many managing and marketing partners in law firms who say that what they like about the head of their marketing department is that he or she believes in the program; is willing to go the distance to get it implemented; and stands by their decisions ' again grownups only need apply.

The progress that law firm marketing has made is in large part due to the staying power of the key marketing executive, and that staying power requires a level of maturity, sophistication and a clear understanding of how to play in the same sandbox as the owners. Marketing programs are not easy to sell, but like other 'purchases' the purchaser/owner can be persuaded to approve the marketing budget if the case can be made that 'this is about progress' that will make the firm more viable and, yes, profitable. Chief Marketing Officers and Directors need to step up and stand behind their programs. Of course that means developing a plan that doesn't have an unrealistic end game. Too often, over-zealous CMOs and Directors reach for the moon and wind up 'cratering.' This does not have to happen if one recognizes that, in order to succeed, one needs to develop a plan, implement the plan using a step-by-step program, and deliver on the plan in a manner that demonstrates progress. Let's be honest; no one expects the infamous 'ROI,' but owners do expect progress and this is key to winning the hearts and minds of law firm owners.

Progress can be measured in many meaningful ways; but one thing is for certain, those marketing program 'wins' need to be memorialized, and that is where the testimonial comes into play. Every CMO/Director should build a 'kudos file' consisting of e-mails/notes/memos that applaud one's efforts. So how to do this? Answer: 'Just ask!' You know the drill when that owner runs into you in the office and says: 'You did a superb job on ' ' And your response: 'Would you mind putting that in writing?' In my long history, I have found that measuring progress is best served when there is a 'kudos file' to look back on. (And it doesn't hurt to have it ready to go at review time!) It is also a 'great read' on those difficult days when there is just a sense of being overwhelmed by it all. In the parallel universe of the democracy called partnership, the compensation committees of most law firms require that each partner provide a narrative of their yearly achievements. Get it ' achievements ' a/k/a the 'kudos file.'

So let's make a pact to not get caught up in all the ROI talk. And remember that ROI, at least in law firms, might just be defined by its true meaning ' 'king.' At least that is what 'roi' means in French. You know, maybe that's what they have been referring to all these years! Let's not think ROI, benchmarking, deliverables, results ' all those buzzwords that spell unreasonable expectations. Let's think progress!

' Elizabeth Anne 'Betiayn' Tursi, Editor-in-Chief