Career Journal: The Check Boxes

Let's take a moment and step back in fantasy-time to Aug. 3, 2009. The story could have gone like this:

Firm Chairman Rex Bidley has just informed his Chief Marketing Officer that the firm must take better advantage of new technologies. He informs the CMO, whom he has promised “a seat at the table,” “I have decided that we should produce a podcast, starring me, to break the news that the firm will be laying off redundant support staff and 'non-essential' associates.”

At the same time, 30 floors below, the corporate practice business development manager Jennifer Faircloth is reviewing her e-mail inbox where she finds: Thurs. 8/3/2009 4:25 PM ' Subject line “Why isn't my phone ringing?” sent by a partner in the securities practice ' Thurs. 8/3/2009 4:26PM Subject line “Pitch due tomorrow.” Another partner states that she forgot to inform Jennifer that she has a pitch due tomorrow. When 9 p.m. rolls around, Jen will eat dinner at her desk again. Pushing onward, Manager Faircloth begins an e-mail to the proposal group leader requesting assistance; but then she remembers that there no longer is a proposal group. The group leader and her coordinator were part of the first round of layoffs. Thurs. 8/3/2009 4:35PM Subject line “Salary freeze” '

The Real World

Now let's return to today's reality. For many, the tough circumstances of 2009/2010 still remain, but the summer of 2011 is providing much-needed relief for legal marketing executives who may wish to consider opportunities for change. Positions that were posted on job boards and left to languish month after month after month during 2009/2010 are now being actively addressed.

At one low point in 2009/2010, 12 CMO positions were open at the same time. This year, we see a different story emerging: When a position opens up, there is little delay filling it. Moreover, many firms are now taking a proactive, forward-looking approach to upgrading department leadership and expanding their marketing and business development initiatives.

Key Questions to Consider

The danger during a positive job market shift is jumping to a firm in a reactive fashion with limited insight. With the market for marketing and business development talent on the rebound, it is vital that those considering new opportunities pay attention to assure the changes they make are truly positive.

In today's environment, department leaders considering a change should be mindful of the following basics:

• Why is the position open? Watch for the revolving door.
• How long has the position been open? A long-vacant post may indicate a lack of consensus on the functions of the role.
• Does the position outline provide a road map for expectations or does it include everything under the sun to ensure “all bases are covered”? A position outline that includes every area in legal marketing may be a red flag for consensus paralysis-by-analysis decision-making issues.
• Are the position responsibilities and reporting structure essentially the same as before the position became open? If not, why and how did the firm gain consensus to change the role? A position opening provides the firm with an opportunity to re-think the role and change focus for the position. If the role is different, it is important to understand who is driving this change. Many times, the change could be the result of a change in leadership.
• What are the objective benchmarks for success in year one and year two?
• The lack of clear benchmarks is often the leading cause for short tenure. Not only is it imperative that you crystallize these areas, but is also just as important for the firm to internally communicate benchmarks to appropriate staff members.
• Are the benchmarks for success consistent for all the key stakeholders in the hiring process? It is very important to always re-direct and secure consensus for common benchmarks. If this is not possible during the hiring process, understand you may be at the mercy of subjective assessments. “Well, we think he/she is doing a good job, but the firm is spending a lot of money in that department.”
• How widespread is consensus for change? As is often said, law firm culture was designed to resist change. In some cases, the interview process may describe the desire for change, but the reality for the firm as a whole may be different. If you are charged to be the change agent to expand contributive behavior, how does or will the firm reward that behavior?
• How does partner compensation relate to firm's desire for change? Are partners rewarded for participating in cross-selling activities? Does the compensation system make it impossible to move away from possessive attitudes regarding clients?
• What is the current status and structure of the department? Many times, a firm will expect a certain level of performance but the resources may not necessarily match expectations. The firm may or may not be willing to align resources with their benchmarks for success. It is very important to gain clarity before your start the position, not after you submit your 90-day evaluation.
• And finally, what is the hiring process? How many are involved in the process? Always remember the process is a direct reflection of decision-making once you are inside the firm.

Support Staff

Now let's focus on marketing and business development support staff members.

This summer, unlike the summers of 2009/2010, managers may be seeing more e-mails with the subject lines like “Recruiting for Business Development Position.” These probes may also reference a compensation bottom-range that is 15% higher than their current salaries (which have probably been frozen for the past two years). However, and although it is important, compensation alone is seldom the end-all when deciding to accept a new position.

Here are a few boxes that should be checked by departmental lieutenants trying to make an informed career-move decision. Obviously, one does not want to go from dissatisfaction to dysfunctional depression.

1. Commitment to Function

Does the firm invest in and utilize the proper tools to allow staff to meet expected level of service? Does the firm have enough personnel in the department to support the function? What is the ratio? To what degree does leadership of the firm back and endorse business development? Do partners, in general, have a possessive or contributive attitude toward client relationships? Are partners financially rewarded to participate in cross-practice client focus programs?

2. Department Culture, or 'Avoiding Myopic Control Freaks'

Do supervisors require staff to cc them on every “important” correspondence? Do supervisors watch over staff to such a degree that they comment about a lunch that is 10 minutes longer than usual? Is there apparent harmony within the department? Does the team work toward common goals?

3. Career Path and Ongoing Professional Development

Has the department head been promoted from within in the past? Will you be able to develop a professional development plan with the leader of the department?

4. Ability to Demonstrate Tangible Value

Will you have the opportunity to demonstrate tangible value to partners in your role? Is the role structured to be forward thinking in regards to partner support, or is the role (and the majority of the department) stuck primarily in reactive tasks?

5. What Is the Track Record, Management Style and
Reputation of the Department Head/Chief Marketing Officer?

How long has the CMO been at the firm? Where did he/she work in the pas,t and what was his/her tenure? And finally, does she mentor her staff or primarily manage “to the top”?

Conclusion

The bottom line is that you need to do your homework. Be the informed candidate. I hear so often, “If I only would have known beforehand.” Every firm has its positive points and challenges. As I mentioned earlier, every firm's culture is different; you will notice that the moment you step off the elevator. Pick the firm you believe will not only be the best professional fit for you, but the one that will also be the best cultural fit.

In many ways, we are in a still-emerging professional market segment where it is up to us to educate and inform. When choosing between firms to serve, be sure to know which boxes are checked, and prepare to investigate those that are not.

Knowing the answers to these questions will help you better evaluate your next career move.

Bill Crooks is a Partner at Priority Search International. Since 2001, Bill has been annually awarded within the international recruiting community as a top global legal services search consultant. Bill may be reached at 407-571-2861 or via e-mail at [email protected].

Let's take a moment and step back in fantasy-time to Aug. 3, 2009. The story could have gone like this:

Firm Chairman Rex Bidley has just informed his Chief Marketing Officer that the firm must take better advantage of new technologies. He informs the CMO, whom he has promised “a seat at the table,” “I have decided that we should produce a podcast, starring me, to break the news that the firm will be laying off redundant support staff and 'non-essential' associates.”

At the same time, 30 floors below, the corporate practice business development manager Jennifer Faircloth is reviewing her e-mail inbox where she finds: Thurs. 8/3/2009 4:25 PM ' Subject line “Why isn't my phone ringing?” sent by a partner in the securities practice ' Thurs. 8/3/2009 4:26PM Subject line “Pitch due tomorrow.” Another partner states that she forgot to inform Jennifer that she has a pitch due tomorrow. When 9 p.m. rolls around, Jen will eat dinner at her desk again. Pushing onward, Manager Faircloth begins an e-mail to the proposal group leader requesting assistance; but then she remembers that there no longer is a proposal group. The group leader and her coordinator were part of the first round of layoffs. Thurs. 8/3/2009 4:35PM Subject line “Salary freeze” '

The Real World

Now let's return to today's reality. For many, the tough circumstances of 2009/2010 still remain, but the summer of 2011 is providing much-needed relief for legal marketing executives who may wish to consider opportunities for change. Positions that were posted on job boards and left to languish month after month after month during 2009/2010 are now being actively addressed.

At one low point in 2009/2010, 12 CMO positions were open at the same time. This year, we see a different story emerging: When a position opens up, there is little delay filling it. Moreover, many firms are now taking a proactive, forward-looking approach to upgrading department leadership and expanding their marketing and business development initiatives.

Key Questions to Consider

The danger during a positive job market shift is jumping to a firm in a reactive fashion with limited insight. With the market for marketing and business development talent on the rebound, it is vital that those considering new opportunities pay attention to assure the changes they make are truly positive.

In today's environment, department leaders considering a change should be mindful of the following basics:

• Why is the position open? Watch for the revolving door.
• How long has the position been open? A long-vacant post may indicate a lack of consensus on the functions of the role.
• Does the position outline provide a road map for expectations or does it include everything under the sun to ensure “all bases are covered”? A position outline that includes every area in legal marketing may be a red flag for consensus paralysis-by-analysis decision-making issues.
• Are the position responsibilities and reporting structure essentially the same as before the position became open? If not, why and how did the firm gain consensus to change the role? A position opening provides the firm with an opportunity to re-think the role and change focus for the position. If the role is different, it is important to understand who is driving this change. Many times, the change could be the result of a change in leadership.
• What are the objective benchmarks for success in year one and year two?
• The lack of clear benchmarks is often the leading cause for short tenure. Not only is it imperative that you crystallize these areas, but is also just as important for the firm to internally communicate benchmarks to appropriate staff members.
• Are the benchmarks for success consistent for all the key stakeholders in the hiring process? It is very important to always re-direct and secure consensus for common benchmarks. If this is not possible during the hiring process, understand you may be at the mercy of subjective assessments. “Well, we think he/she is doing a good job, but the firm is spending a lot of money in that department.”
• How widespread is consensus for change? As is often said, law firm culture was designed to resist change. In some cases, the interview process may describe the desire for change, but the reality for the firm as a whole may be different. If you are charged to be the change agent to expand contributive behavior, how does or will the firm reward that behavior?
• How does partner compensation relate to firm's desire for change? Are partners rewarded for participating in cross-selling activities? Does the compensation system make it impossible to move away from possessive attitudes regarding clients?
• What is the current status and structure of the department? Many times, a firm will expect a certain level of performance but the resources may not necessarily match expectations. The firm may or may not be willing to align resources with their benchmarks for success. It is very important to gain clarity before your start the position, not after you submit your 90-day evaluation.
• And finally, what is the hiring process? How many are involved in the process? Always remember the process is a direct reflection of decision-making once you are inside the firm.

Support Staff

Now let's focus on marketing and business development support staff members.

This summer, unlike the summers of 2009/2010, managers may be seeing more e-mails with the subject lines like “Recruiting for Business Development Position.” These probes may also reference a compensation bottom-range that is 15% higher than their current salaries (which have probably been frozen for the past two years). However, and although it is important, compensation alone is seldom the end-all when deciding to accept a new position.

Here are a few boxes that should be checked by departmental lieutenants trying to make an informed career-move decision. Obviously, one does not want to go from dissatisfaction to dysfunctional depression.

1. Commitment to Function

Does the firm invest in and utilize the proper tools to allow staff to meet expected level of service? Does the firm have enough personnel in the department to support the function? What is the ratio? To what degree does leadership of the firm back and endorse business development? Do partners, in general, have a possessive or contributive attitude toward client relationships? Are partners financially rewarded to participate in cross-practice client focus programs?

2. Department Culture, or 'Avoiding Myopic Control Freaks'

Do supervisors require staff to cc them on every “important” correspondence? Do supervisors watch over staff to such a degree that they comment about a lunch that is 10 minutes longer than usual? Is there apparent harmony within the department? Does the team work toward common goals?

3. Career Path and Ongoing Professional Development

Has the department head been promoted from within in the past? Will you be able to develop a professional development plan with the leader of the department?

4. Ability to Demonstrate Tangible Value

Will you have the opportunity to demonstrate tangible value to partners in your role? Is the role structured to be forward thinking in regards to partner support, or is the role (and the majority of the department) stuck primarily in reactive tasks?

5. What Is the Track Record, Management Style and
Reputation of the Department Head/Chief Marketing Officer?

How long has the CMO been at the firm? Where did he/she work in the pas,t and what was his/her tenure? And finally, does she mentor her staff or primarily manage “to the top”?

Conclusion

The bottom line is that you need to do your homework. Be the informed candidate. I hear so often, “If I only would have known beforehand.” Every firm has its positive points and challenges. As I mentioned earlier, every firm's culture is different; you will notice that the moment you step off the elevator. Pick the firm you believe will not only be the best professional fit for you, but the one that will also be the best cultural fit.

In many ways, we are in a still-emerging professional market segment where it is up to us to educate and inform. When choosing between firms to serve, be sure to know which boxes are checked, and prepare to investigate those that are not.

Knowing the answers to these questions will help you better evaluate your next career move.

Bill Crooks is a Partner at Priority Search International. Since 2001, Bill has been annually awarded within the international recruiting community as a top global legal services search consultant. Bill may be reached at 407-571-2861 or via e-mail at [email protected].