Professional Development: Personal Marketing Plans

A few years into their careers, talented professionals feel pressure to develop business. For sole practitioners, that pressure comes from their bank accounts. In mid-sized firms, it may come from their managing partners. And in large firms, it's likely to come from a marketing director.

Their reaction to this building pressure? They'll ignore it for as long as they can. The pressure will grow over time, yet the majority will hang back. They'll tell their marketing people that they hate networking. Or article writing. Or delivering seminars. The wily marketer will listen sympathetically, and then under-complicate the whole process.

It's really not that complex: Don't try to make them do what they hate. Business development activities for professionals fall into two categories: relationship building and thought leadership. Generally, people who hate one don't mind the other. If you've been with your firm even a short time, you can probably classify your professionals in one category or the other without breaking a sweat.

Get them to commit to one side or the other ' by reassuring them that you won't ask them to cross the boundary. The goals are simple: Make everyone aware of the firm initiative, get a specific percentage to commit to activities they enjoy doing, make sure they meet their commitments, and share success stories.

Build Awareness with Management Commitment

A personal marketing plan initiative needs the right tone at the top. Unless management commits and communicates directly and repeatedly to the professionals, you are wasting your time. A partnership between marketing and management is ideal ' marketing is running the ball, and management is cheerleading. Consider writing a series of messages for your managing partner to send, and having him or her speak at a kick-off meeting.

Make It Really Personal ' Yet Efficient

Use a questionnaire to find out which category each attorney finds comfortable. A short online survey can give you an idea of their preferences before the meeting. Then go deeper. If they enjoy relationship building, find the sweet spot. Some professionals thrive at big events where they can connect with many people. Others do better at more intimate gatherings ' your firm can host a cocktail event with a few bankers or accountants. A third group prefers one-on-one lunches or coffees, deepening existing relationships.

Help them identify their preference and then expand it. Ask:

• Have you tried introducing your contacts to other firm specialists? How about connecting people outside the firm who have common interests? Helping people is an easy way to strengthen ties.
• Do you have a cause you're passionate about? Shared commitments build credibility.
• How do you follow up with people after you've met them? Do you connect with them on LinkedIn instead of or in addition to just sending an email?
• Do you have people in your contact list you haven't seen in a long time? Make a hot list of people to reach out to in the next three months.
• Can you fit in one event/lunch/coffee each week? If not, how many could you do?

More technical people may prefer thought leadership. Demonstrating expertise includes delivering seminars, writing technical articles, writing general market articles for local or niche publications, blogging, commenting, and being interviewed. Ask:

• Have you delivered seminars to attorneys who could refer business? How about presentations to other professionals, like accountants or bankers? Have you turned seminar research into an article or blog post?
• Do the others in our firm fully understand how you can help their clients? Can we schedule an internal “lunch and learn,” so others will see opportunities to develop business for your practice group?
• Do you enjoy writing for a sophisticated audience and adding value with a new approach, or do you prefer explaining technical topics to a more general audience, so they can see how a new rule might affect them?
• Could you commit to one article per month or one seminar per quarter? If not, what can you do?

Sharing Successes Raises Accountability

Document all commitments in a central place. Make it possible for everyone to see others' commitments. You don't need a fancy system ' some firms use a shared spreadsheet. Then create an accountability process. Consider monthly roundtables where all professionals share accomplishments and plans, or a regular group e-mail. The buddy system is an excellent way for professionals to encourage each other. If you have a few committed rainmakers, give them groups to mentor.

Conquer Fears by Offering Options

Different personality types can all develop business within their own comfort zones. Under-complicated guidance to the right tactics will help professionals appreciate their own strengths, and use them for personal and firm benefit.

Janet Kyle Altman is marketing principal for CPA firm Kaufman, Rossin & Co. She provides marketing leadership for the firm and for clients, including law firms. She can be reached at [email protected].

A few years into their careers, talented professionals feel pressure to develop business. For sole practitioners, that pressure comes from their bank accounts. In mid-sized firms, it may come from their managing partners. And in large firms, it's likely to come from a marketing director.

Their reaction to this building pressure? They'll ignore it for as long as they can. The pressure will grow over time, yet the majority will hang back. They'll tell their marketing people that they hate networking. Or article writing. Or delivering seminars. The wily marketer will listen sympathetically, and then under-complicate the whole process.

It's really not that complex: Don't try to make them do what they hate. Business development activities for professionals fall into two categories: relationship building and thought leadership. Generally, people who hate one don't mind the other. If you've been with your firm even a short time, you can probably classify your professionals in one category or the other without breaking a sweat.

Get them to commit to one side or the other ' by reassuring them that you won't ask them to cross the boundary. The goals are simple: Make everyone aware of the firm initiative, get a specific percentage to commit to activities they enjoy doing, make sure they meet their commitments, and share success stories.

Build Awareness with Management Commitment

A personal marketing plan initiative needs the right tone at the top. Unless management commits and communicates directly and repeatedly to the professionals, you are wasting your time. A partnership between marketing and management is ideal ' marketing is running the ball, and management is cheerleading. Consider writing a series of messages for your managing partner to send, and having him or her speak at a kick-off meeting.

Make It Really Personal ' Yet Efficient

Use a questionnaire to find out which category each attorney finds comfortable. A short online survey can give you an idea of their preferences before the meeting. Then go deeper. If they enjoy relationship building, find the sweet spot. Some professionals thrive at big events where they can connect with many people. Others do better at more intimate gatherings ' your firm can host a cocktail event with a few bankers or accountants. A third group prefers one-on-one lunches or coffees, deepening existing relationships.

Help them identify their preference and then expand it. Ask:

• Have you tried introducing your contacts to other firm specialists? How about connecting people outside the firm who have common interests? Helping people is an easy way to strengthen ties.
• Do you have a cause you're passionate about? Shared commitments build credibility.
• How do you follow up with people after you've met them? Do you connect with them on LinkedIn instead of or in addition to just sending an email?
• Do you have people in your contact list you haven't seen in a long time? Make a hot list of people to reach out to in the next three months.
• Can you fit in one event/lunch/coffee each week? If not, how many could you do?

More technical people may prefer thought leadership. Demonstrating expertise includes delivering seminars, writing technical articles, writing general market articles for local or niche publications, blogging, commenting, and being interviewed. Ask:

• Have you delivered seminars to attorneys who could refer business? How about presentations to other professionals, like accountants or bankers? Have you turned seminar research into an article or blog post?
• Do the others in our firm fully understand how you can help their clients? Can we schedule an internal “lunch and learn,” so others will see opportunities to develop business for your practice group?
• Do you enjoy writing for a sophisticated audience and adding value with a new approach, or do you prefer explaining technical topics to a more general audience, so they can see how a new rule might affect them?
• Could you commit to one article per month or one seminar per quarter? If not, what can you do?

Sharing Successes Raises Accountability

Document all commitments in a central place. Make it possible for everyone to see others' commitments. You don't need a fancy system ' some firms use a shared spreadsheet. Then create an accountability process. Consider monthly roundtables where all professionals share accomplishments and plans, or a regular group e-mail. The buddy system is an excellent way for professionals to encourage each other. If you have a few committed rainmakers, give them groups to mentor.

Conquer Fears by Offering Options

Different personality types can all develop business within their own comfort zones. Under-complicated guidance to the right tactics will help professionals appreciate their own strengths, and use them for personal and firm benefit.

Janet Kyle Altman is marketing principal for CPA firm Kaufman, Rossin & Co. She provides marketing leadership for the firm and for clients, including law firms. She can be reached at [email protected].