Op-Ed

Over the last few weeks, we have seen a lot of ink relating to a certain merger that didn't happen. Everyone is speculating on why it didn't happen and what the fallout will be for both firms. Some have opined both in print and on blogs that the firm who has lost the most in terms of talent will be weakened and without a clear vision to move forward

From where I am sitting, I can attest to the fact that there is a light at the end of the tunnel for that firm. I know this because I experienced first hand how a firm can recover from 'the worst of times.'

In my long career I have been asked to take on assignments that would seem at the outset to be almost impossible to accomplish. The most challenging and I must confess in the end most successful was the reinvigoration and reinvention of a law firm that had been the focus of a lawsuit brought by the government against the firm. This suit occurred at a time when law firms did not have formal marketing or communications departments, and so the press had its way with the story and did a remarkable job of predicting the demise of the firm. Needless to say, it was not pretty. After a settlement was reached I was asked by the new incoming chairman of the firm to reinvent and reinvigorate the firm. Not an easy task, but from where I was perched, it seemed worth the time and effort.

The Solution

Well first and foremost, we let the world know that the firm was viable, up and running. How to do that? A simple solution ' a new visual communications campaign that, for its time (back in the mid-eighties) was bold and 'out there.' I created a campaign that wasn't flash and splash but rather a testament to the existing strengths of the firm and highlighted new practice areas that the firm was developing. In addition to an ad campaign, there was the firm's first brochure and a complete overhaul of the look and feel of how the firm was perceived to the outside world. Included in the visual campaign were the all-important announcements of new partners joining the firm. (The firm had experienced some defections in its ranks so there was an initial move to attract new partners and it worked.) The firm was out there letting the world know that 'we weren't going anywhere'!

Next came the internal 'feel good'. With any crisis of confidence, there is always some bad blood that bubbles to the surface. Part of the challenge was to get that internal culture of camaraderie, that had always existed at the firm, front and center. I launched into a press campaign of getting the attorneys quoted,
conducting seminars and conferences with existing clients, friends of the firm and new prospects to reinforce their support of the firm and had parties, yes parties, to reinvigorate the good will with all of those connected to the firm.

All of this took time and it took money ' real money. A 'revitalization' plan takes big bucks and I was fortunate enough to be given the funds to bring the firm back. No one questioned the amount of money or how I used it. I got the 'go-ahead' from the chairman and I never looked back ' only forward. I viewed myself as a 'turnaround specialist' and I was on a mission. Failure was not an option.

At first it was slow going. The weeks that preceded the settlement were clearly not happy ones in the history of the firm. Recovery was going to take time and I needed to keep my perky perspective that was a hallmark of my personality. I came in each and every day much like a doctor arrives at her office: Ready, willing and able to instill confidence and work on the cure. I met with as many of the partners and associates as I could and told them that we were moving forward. Most of them loved the visual communications program including the ad campaign. For some of the partners, it was a tough sell even though they knew the firm needed the right kind of attention after facing an almost constant pounding by the press. They came to realize that what I was creating was exactly what the firm needed. The partners and associates at the firm were smart and many of them understood my vision and the goal'keeping the firm viable.

In the end, it worked! Today the firm that at one point seemed to be on the brink is a powerhouse. It took time, money, and keeping my eye on the ball. It also took all I could muster to make the people within the firm realize that what they had built over many years of hard work was worth preserving and revitalizing. The firm recovered and I met the challenge. It was my finest hour!

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

Elizabeth Anne 'Betiayn Tursi is the principal of Tursi Law Marketing Management. Beginning this year, Tursi Law Marketing Management will be working exclusively with New York-based law firms, national and international firms with New York offices, and firms that have aspirations of coming to New York. A native New Yorker, Betiayn has over 25 years of working with law firms to help them achieve their goals and be profitable. She can be reached at [email protected].

Over the last few weeks, we have seen a lot of ink relating to a certain merger that didn't happen. Everyone is speculating on why it didn't happen and what the fallout will be for both firms. Some have opined both in print and on blogs that the firm who has lost the most in terms of talent will be weakened and without a clear vision to move forward

From where I am sitting, I can attest to the fact that there is a light at the end of the tunnel for that firm. I know this because I experienced first hand how a firm can recover from 'the worst of times.'

In my long career I have been asked to take on assignments that would seem at the outset to be almost impossible to accomplish. The most challenging and I must confess in the end most successful was the reinvigoration and reinvention of a law firm that had been the focus of a lawsuit brought by the government against the firm. This suit occurred at a time when law firms did not have formal marketing or communications departments, and so the press had its way with the story and did a remarkable job of predicting the demise of the firm. Needless to say, it was not pretty. After a settlement was reached I was asked by the new incoming chairman of the firm to reinvent and reinvigorate the firm. Not an easy task, but from where I was perched, it seemed worth the time and effort.

The Solution

Well first and foremost, we let the world know that the firm was viable, up and running. How to do that? A simple solution ' a new visual communications campaign that, for its time (back in the mid-eighties) was bold and 'out there.' I created a campaign that wasn't flash and splash but rather a testament to the existing strengths of the firm and highlighted new practice areas that the firm was developing. In addition to an ad campaign, there was the firm's first brochure and a complete overhaul of the look and feel of how the firm was perceived to the outside world. Included in the visual campaign were the all-important announcements of new partners joining the firm. (The firm had experienced some defections in its ranks so there was an initial move to attract new partners and it worked.) The firm was out there letting the world know that 'we weren't going anywhere'!

Next came the internal 'feel good'. With any crisis of confidence, there is always some bad blood that bubbles to the surface. Part of the challenge was to get that internal culture of camaraderie, that had always existed at the firm, front and center. I launched into a press campaign of getting the attorneys quoted,
conducting seminars and conferences with existing clients, friends of the firm and new prospects to reinforce their support of the firm and had parties, yes parties, to reinvigorate the good will with all of those connected to the firm.

All of this took time and it took money ' real money. A 'revitalization' plan takes big bucks and I was fortunate enough to be given the funds to bring the firm back. No one questioned the amount of money or how I used it. I got the 'go-ahead' from the chairman and I never looked back ' only forward. I viewed myself as a 'turnaround specialist' and I was on a mission. Failure was not an option.

At first it was slow going. The weeks that preceded the settlement were clearly not happy ones in the history of the firm. Recovery was going to take time and I needed to keep my perky perspective that was a hallmark of my personality. I came in each and every day much like a doctor arrives at her office: Ready, willing and able to instill confidence and work on the cure. I met with as many of the partners and associates as I could and told them that we were moving forward. Most of them loved the visual communications program including the ad campaign. For some of the partners, it was a tough sell even though they knew the firm needed the right kind of attention after facing an almost constant pounding by the press. They came to realize that what I was creating was exactly what the firm needed. The partners and associates at the firm were smart and many of them understood my vision and the goal'keeping the firm viable.

In the end, it worked! Today the firm that at one point seemed to be on the brink is a powerhouse. It took time, money, and keeping my eye on the ball. It also took all I could muster to make the people within the firm realize that what they had built over many years of hard work was worth preserving and revitalizing. The firm recovered and I met the challenge. It was my finest hour!

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

Elizabeth Anne 'Betiayn Tursi is the principal of Tursi Law Marketing Management. Beginning this year, Tursi Law Marketing Management will be working exclusively with New York-based law firms, national and international firms with New York offices, and firms that have aspirations of coming to New York. A native New Yorker, Betiayn has over 25 years of working with law firms to help them achieve their goals and be profitable. She can be reached at [email protected].