Career Journal: Marketing's Greater Impact During the Great Recession

Wasn't 2009 fun? Budget cuts, client revolts, and beleaguered attorneys frustrated and scared. Certainly, it was not the most pleasant year in most law firm executives' careers.

Sign of the Times or the 'New Normal'?

Legal marketing executives are working harder and overall are feeling a bit less appreciated for their efforts. Compensation has suffered, especially bonuses. Last year, many saw greater risk and peril seemingly at every turn. Some lost their positions. Given the dire financial performance of most firms, it would seem a reasonable reaction to simply proclaim “good riddance” and forget about the year that was.

A candidate joked with me recently that the only bullet point he planned to add to his resume under recent accomplishments was “survived 2009.” That's understandable, given the circumstances. But if you dig deeper, you may be surprised at what you accomplished last year and how, perhaps, it bodes well for a stronger working relationship with firm leadership moving forward. The year 2009 was one in which the business acumen that marketing executives demonstrated usurped their marketing creativity in degree of importance.

Substantive Accomplishments

As I spoke with legal marketing talent throughout the year, we discussed substantive accomplishments that were not yet on many resumes. In 2009, the investments that so many had encouraged their respective firms to make actually started to pay some dividends. For example, as I interviewed them, many candidates noted that they achieved better vendor management, curtailed maverick spending, and enhanced client relationship management as marketing dollars were spent more wisely, efficiently and effectively across the universe.

But bullet points such as “Redesigned a league table reporting system”; “Created an enhanced RFP and pitch management methodology”; and “Collaborated on alternative fee structures” do not sound as exciting as “Helped launch the Dubai office opening” or “Completed a re-branding campaign.” In fact, they are as ' if not more ' important than all of the big splash stuff. Providing more resourceful business solutions for marketing and business development is consistent with the new strategic direction most firms have embarked upon. That strategy includes alignment to the “value challenge” manifesto encouraged by the Association of Corporate Counsel to drive better efficiencies in the delivery of legal services.

The Bottom Line

This was the year to demonstrate a greater alliance to the business bottom line versus just growth of top line revenue. Growth for growth's sake can be exciting, especially when the phone is ringing and the business is rolling in. But ultimately, growth must be sustainable. Successful growth is defined by higher profits not just revenue increases.

Drive for Show, Putt for Dough

Law firms have grown wary of the “marketing extraordinaire” profile. For awhile, desperate for an elixir to their own business development inefficiencies, many attorneys pushed for the hiring of “white knights” into senior marketing positions. The belief was if you hired someone who worked in a similar capacity at a competitor or a related professional services firm, he or she could unleash with similar success at the new firm. Despite this hope, disappointment reigned supreme as expectations proved too high for one person to achieve.

As a result, law firm leaders have started to look into the details of what marketing executives can actually bring to the table. They now probe beyond the splash headlines. They ask, “What methodologies were enacted?” “What analytical capabilities were put in place?” “What new programs were launched and how successful have they been?” “Did marketing and business development efforts fuse into a matrix structure?” They no longer spend time in an interview session waxing philosophically about their vision of what could be. Lawyers are more sophisticated buyers and users of marketing in their respective practices. Today, they know more about what they're looking for in marketing talent than they have in the past.

Finer points are often missing in resumes and could make a difference to prospective employers. Certainly resumes are designed to be short, cogent devices providing a cursory review of accomplishments. They should not get bogged down with minutia but today, details matter.

Thinking Through the Details: Sweat the Small Stuff

The year 2009, and for that matter, 2008 were ones where the proverbial “rubber met the road”; where operational efficiencies were demanded at every corner. It was a time to demonstrate remarkable operating prowess.

Marketing executives who built lean, nimble and responsive operations that were big enough to serve the needs of clients but small enough to avoid accusations of “empire building” were recognized. Some marketing executives managed their departments well creating repeatable, scalable models which helped their firms enjoy a higher than average capture rate, higher profitability (even off of decreased revenues in some cases) and develop a cultural appreciation of marketing's true impact on the business.

In a recent search I conducted for a law firm human resources executive, I asked all candidates one common question: “What is the most important job an HR executive does?” Many gave sublime responses that reflected the emerging role they play in mapping out business strategy. One candidate's answer stuck me, however. With an impish smile, she said, “I always make sure the pay checks go out on Friday.” She continued, “Nothing else matters ' no new programs, no strategic input, no vision of the future is going to help you if people don't get paid.” I liked that answer. At the end of the day, we need to ensure that the things that need to get done, get done before we embark on any new initiative.The ability to deliver practical, ostensibly routine, solutions predicates all else.

Conclusion

Block-and-tackle processes are not perfunctory. They are what help firms win in the market. When business is at hand, it must be capitalized on. It may not make for as sexy a headline or win you any major awards, but it could very well save your job ' or get you the one you seek. In the process, it helps the marketing function mature allowing for reasonable expectations to take hold. Promoting your accomplishments are as much about ticking off the small alongside the big, especially when the former shows you've built systems that work. My clients are asking candidates for details about demonstrable, and presumably leveragable, methods that work to ensure business growth and continuity. It may be helpful to do a mock interview with a friend or in the midst of a real interview, take notes yourself. Often, those exchanges elicit memories of many things that many have not thought to write on their resumes. Be prepared to highlight them on your resume and address them in an interview or your annual review. It is the “new normal.”

Michael DeCosta, a member of this newsletter's Board of Editors, is a Senior Client Partner with Korn/Ferry International, resident in its Stamford, CT, office. Michael is a member of the firm's professional services and legal specialty practices. He focuses on search assignments for management and IT consulting, accounting and law firms. He can be reached at 203-406-8770 or [email protected].

Wasn't 2009 fun? Budget cuts, client revolts, and beleaguered attorneys frustrated and scared. Certainly, it was not the most pleasant year in most law firm executives' careers.

Sign of the Times or the 'New Normal'?

Legal marketing executives are working harder and overall are feeling a bit less appreciated for their efforts. Compensation has suffered, especially bonuses. Last year, many saw greater risk and peril seemingly at every turn. Some lost their positions. Given the dire financial performance of most firms, it would seem a reasonable reaction to simply proclaim “good riddance” and forget about the year that was.

A candidate joked with me recently that the only bullet point he planned to add to his resume under recent accomplishments was “survived 2009.” That's understandable, given the circumstances. But if you dig deeper, you may be surprised at what you accomplished last year and how, perhaps, it bodes well for a stronger working relationship with firm leadership moving forward. The year 2009 was one in which the business acumen that marketing executives demonstrated usurped their marketing creativity in degree of importance.

Substantive Accomplishments

As I spoke with legal marketing talent throughout the year, we discussed substantive accomplishments that were not yet on many resumes. In 2009, the investments that so many had encouraged their respective firms to make actually started to pay some dividends. For example, as I interviewed them, many candidates noted that they achieved better vendor management, curtailed maverick spending, and enhanced client relationship management as marketing dollars were spent more wisely, efficiently and effectively across the universe.

But bullet points such as “Redesigned a league table reporting system”; “Created an enhanced RFP and pitch management methodology”; and “Collaborated on alternative fee structures” do not sound as exciting as “Helped launch the Dubai office opening” or “Completed a re-branding campaign.” In fact, they are as ' if not more ' important than all of the big splash stuff. Providing more resourceful business solutions for marketing and business development is consistent with the new strategic direction most firms have embarked upon. That strategy includes alignment to the “value challenge” manifesto encouraged by the Association of Corporate Counsel to drive better efficiencies in the delivery of legal services.

The Bottom Line

This was the year to demonstrate a greater alliance to the business bottom line versus just growth of top line revenue. Growth for growth's sake can be exciting, especially when the phone is ringing and the business is rolling in. But ultimately, growth must be sustainable. Successful growth is defined by higher profits not just revenue increases.

Drive for Show, Putt for Dough

Law firms have grown wary of the “marketing extraordinaire” profile. For awhile, desperate for an elixir to their own business development inefficiencies, many attorneys pushed for the hiring of “white knights” into senior marketing positions. The belief was if you hired someone who worked in a similar capacity at a competitor or a related professional services firm, he or she could unleash with similar success at the new firm. Despite this hope, disappointment reigned supreme as expectations proved too high for one person to achieve.

As a result, law firm leaders have started to look into the details of what marketing executives can actually bring to the table. They now probe beyond the splash headlines. They ask, “What methodologies were enacted?” “What analytical capabilities were put in place?” “What new programs were launched and how successful have they been?” “Did marketing and business development efforts fuse into a matrix structure?” They no longer spend time in an interview session waxing philosophically about their vision of what could be. Lawyers are more sophisticated buyers and users of marketing in their respective practices. Today, they know more about what they're looking for in marketing talent than they have in the past.

Finer points are often missing in resumes and could make a difference to prospective employers. Certainly resumes are designed to be short, cogent devices providing a cursory review of accomplishments. They should not get bogged down with minutia but today, details matter.

Thinking Through the Details: Sweat the Small Stuff

The year 2009, and for that matter, 2008 were ones where the proverbial “rubber met the road”; where operational efficiencies were demanded at every corner. It was a time to demonstrate remarkable operating prowess.

Marketing executives who built lean, nimble and responsive operations that were big enough to serve the needs of clients but small enough to avoid accusations of “empire building” were recognized. Some marketing executives managed their departments well creating repeatable, scalable models which helped their firms enjoy a higher than average capture rate, higher profitability (even off of decreased revenues in some cases) and develop a cultural appreciation of marketing's true impact on the business.

In a recent search I conducted for a law firm human resources executive, I asked all candidates one common question: “What is the most important job an HR executive does?” Many gave sublime responses that reflected the emerging role they play in mapping out business strategy. One candidate's answer stuck me, however. With an impish smile, she said, “I always make sure the pay checks go out on Friday.” She continued, “Nothing else matters ' no new programs, no strategic input, no vision of the future is going to help you if people don't get paid.” I liked that answer. At the end of the day, we need to ensure that the things that need to get done, get done before we embark on any new initiative.The ability to deliver practical, ostensibly routine, solutions predicates all else.

Conclusion

Block-and-tackle processes are not perfunctory. They are what help firms win in the market. When business is at hand, it must be capitalized on. It may not make for as sexy a headline or win you any major awards, but it could very well save your job ' or get you the one you seek. In the process, it helps the marketing function mature allowing for reasonable expectations to take hold. Promoting your accomplishments are as much about ticking off the small alongside the big, especially when the former shows you've built systems that work. My clients are asking candidates for details about demonstrable, and presumably leveragable, methods that work to ensure business growth and continuity. It may be helpful to do a mock interview with a friend or in the midst of a real interview, take notes yourself. Often, those exchanges elicit memories of many things that many have not thought to write on their resumes. Be prepared to highlight them on your resume and address them in an interview or your annual review. It is the “new normal.”

Michael DeCosta, a member of this newsletter's Board of Editors, is a Senior Client Partner with Korn/Ferry International, resident in its Stamford, CT, office. Michael is a member of the firm's professional services and legal specialty practices. He focuses on search assignments for management and IT consulting, accounting and law firms. He can be reached at 203-406-8770 or [email protected].