Professional Development: The Relationship Associate

Branding ourselves as junior associates is paramount and, if done effectively, can serve as the building block that catapults us to great heights. Not only do we distinguish ourselves, and hence are afforded better (read: more substantive) opportunities sooner, but we also gain a real sense of what it will be like selling ourselves to external clients. Therefore, some guidance or a blueprint on the many ways we can brand ourselves would be useful. The following are some specific skills we are eager to master:

How to Market Our Pre-Law Firm Skills and Experience

Associates seek ways in which to market the skills we acquired before joining the firm. We come through the door with a wealth of experience, and need guidance on how to leverage this experience for both our own and the firm's benefit. This is especially true for litigation and business law associates who begin as generalists (as opposed to, say, intellectual property associates who typically have technical backgrounds that inherently make them more marketable).

How to Develop Legal Writing Skills As a Non-Litigation Associate

Law school writing programs place a skewed emphasis on developing litigation-writing skills, thereby ignoring the development of non-litigators' writing skills. Consequently, business law associates are particularly thirsty for training programs that will close the legal writing gap and place them ahead of the curve. To that end, business law associates would benefit from more targeted writing programs addressing the transactional work they do.

How to Cultivate Relationships Within the Firm

The ability to cultivate positive and meaningful professional relationships with partners is hardly ever underestimated. The challenges associated with cultivating these types of relationships, however, are often overlooked ' particularly in the case of diverse associates. We seek intentionality on the part of the firm to educate us on how to foster these relationships. As we all know, without the skills and know-how to building relationships and becoming a “household name,” associates fall off the radar. This, in turn, puts us at a severe disadvantage when opportunities to work on more substantive assignments come down the pipeline. To ensure they are firing on all cylinders and maximizing their diverse associate capital, it behooves law firms to support all associates in cultivating meaningful relationships with our internal clients (partners).

External Branding

Many of the skills associates develop and employ to brand ourselves internally will carry over to the activities we engage in once we begin external branding. However, as with internal branding, many of us are in the dark about the most strategic ways to raise our profiles externally and how to gain access to firm resources to make this possible. Here are some more specific skills we seek to master:

How to Effectively Use Social Networking As a Business Development Tool

Social networking is the fourth most popular online activity, and unsurprisingly, more and more corporate clients belong to some form of online social network. Associates want law firms to educate us on the value of social networking as a business development tool and on how to get involved.

How to Strategically Pursue Credentialing Opportunities

Two ways to be identified as an expert in an area of law are to publish relevant articles and make relevant oral presentations. Not only do these activities create an opportunity to credential oneself, they allow associates to gain significant substantive knowledge while raising the firm's profile. But how does an associate go about seeking credentialing opportunities? How can we strategically identify what publication or audience is most appropriate? How do we gain an appreciation for what is article- or presentation-worthy with very little understanding of how the legal industry operates?

Understanding the RFP and Pitch Process

We hear “RFP” and “pitch” so often that the two soon become a part of our lexicon without us realizing it. While we have a basic conceptual understanding about what an RFP and a pitch are, we are in the dark as to how they are planned and executed. Associates keen on becoming
avid business developers want to learn early in their careers what an RFP and a pitch entails, and we would appreciate more guidance on how to engage in this process.

Implementation at the Law Firm

So, how exactly does the above look in the law firm setting? Associate business development programs will admittedly look different at each firm. However, we believe the general roadmap below will serve as a solid starting place for firms as they begin to develop their programs.

First, business development programs must be practical. In light of all the demands on a law firm attorney, programs should be integrated but not so time consuming that they take away from the actual practice of law. One way to achieve this is to provide limited billable hour credit for business development activities ' similar to how billable credit is allocated for pro bono work. While this may temporarily affect the bottom line, keep in mind that business development is a marathon and not a sprint. The potential return is a firm with a critical mass of attorneys equipped to effectively grow and sustain the profitability of the enterprise for the long term.

Second, implementation of the program should center around measurable objectives. For example, if an associate's goal is to cultivate relationships within the firm, a corresponding objective could be inviting to lunch one new partner and one new associate each month. If the goal is to credential oneself, a corresponding objective could be to write a substantive article every six months.

Third, firms should provide associates with a business development primer, after which associates draft a plan identifying their business development goals ' and corresponding objectives ' for the next three, six, and 12 months. Associates should then be paired with more senior attorneys who have been successful at implementing similar goals. As with any effective mentoring program, the firm should identify mentors who are both invested in their own development and in the development of young associates. Mentors will work with associates to assess progress, reflect on what is working and what is not, and adjust the business development plan accordingly. In addition to providing a business development mentor, the firm should implement a business development curriculum with a diverse “course offering” of training sessions. These programs should be aligned to the business development goals associates have identified in their plans.

Ultimately, we believe the key to ensuring associates learn the skills detailed above is implementation of a meaningful and practical program where success is assessed by the achievement of measureable objectives. A meaningful program should be differentiated and tailored to the associate. After all, business development is an art, and one size does not fit all. Differentiation is critical to fostering the inclusion of diverse associates and creating a business development program that yields maximum results for all attorneys. The more people trained to grow the pie, the greater the potential to actually grow the pie.

Dineo Mpela-Thompson, an associate with Foley & Lardner LLP, counsels and represents corporate clients in international trade regulation laws. She may be reached at 202-295-4759 or [email protected]. Wiline Justilien, also an associate at the firm, is a member of the Business Litigation & Dispute Resolution, Antitrust, and Trade Secret Noncompete Litigation Practices. She may be reached at 202-672-5432 or [email protected].

The legal market is continuing to consolidate, and for a good number of firms, gone are the days where legal work routinely walks through the door. “Eat what you kill” is less adage, more reality. In order for firms to sustain and grow the amount of legal services they provide, a critical mass of their lawyers must engage in some meaningful form of business development. And, attorneys who wait until they are up for partnership to begin developing business are already well behind the curve.

The skills needed to be an effective business generator are, unfortunately, not typically part of the law school curriculum. Accordingly, the first time associates are exposed to acquiring business development skills is at the firm. Law firms, therefore, have a unique opportunity to develop their junior attorneys into highly skilled practitioners as well as highly effective business (wo)men. This article provides insight into some of the skills business development-minded associates desire.

Internal Branding

Branding ourselves as junior associates is paramount and, if done effectively, can serve as the building block that catapults us to great heights. Not only do we distinguish ourselves, and hence are afforded better (read: more substantive) opportunities sooner, but we also gain a real sense of what it will be like selling ourselves to external clients. Therefore, some guidance or a blueprint on the many ways we can brand ourselves would be useful. The following are some specific skills we are eager to master:

How to Market Our Pre-Law Firm Skills and Experience

Associates seek ways in which to market the skills we acquired before joining the firm. We come through the door with a wealth of experience, and need guidance on how to leverage this experience for both our own and the firm's benefit. This is especially true for litigation and business law associates who begin as generalists (as opposed to, say, intellectual property associates who typically have technical backgrounds that inherently make them more marketable).

How to Develop Legal Writing Skills As a Non-Litigation Associate

Law school writing programs place a skewed emphasis on developing litigation-writing skills, thereby ignoring the development of non-litigators' writing skills. Consequently, business law associates are particularly thirsty for training programs that will close the legal writing gap and place them ahead of the curve. To that end, business law associates would benefit from more targeted writing programs addressing the transactional work they do.

How to Cultivate Relationships Within the Firm

The ability to cultivate positive and meaningful professional relationships with partners is hardly ever underestimated. The challenges associated with cultivating these types of relationships, however, are often overlooked ' particularly in the case of diverse associates. We seek intentionality on the part of the firm to educate us on how to foster these relationships. As we all know, without the skills and know-how to building relationships and becoming a “household name,” associates fall off the radar. This, in turn, puts us at a severe disadvantage when opportunities to work on more substantive assignments come down the pipeline. To ensure they are firing on all cylinders and maximizing their diverse associate capital, it behooves law firms to support all associates in cultivating meaningful relationships with our internal clients (partners).

External Branding

Many of the skills associates develop and employ to brand ourselves internally will carry over to the activities we engage in once we begin external branding. However, as with internal branding, many of us are in the dark about the most strategic ways to raise our profiles externally and how to gain access to firm resources to make this possible. Here are some more specific skills we seek to master:

How to Effectively Use Social Networking As a Business Development Tool

Social networking is the fourth most popular online activity, and unsurprisingly, more and more corporate clients belong to some form of online social network. Associates want law firms to educate us on the value of social networking as a business development tool and on how to get involved.

How to Strategically Pursue Credentialing Opportunities

Two ways to be identified as an expert in an area of law are to publish relevant articles and make relevant oral presentations. Not only do these activities create an opportunity to credential oneself, they allow associates to gain significant substantive knowledge while raising the firm's profile. But how does an associate go about seeking credentialing opportunities? How can we strategically identify what publication or audience is most appropriate? How do we gain an appreciation for what is article- or presentation-worthy with very little understanding of how the legal industry operates?

Understanding the RFP and Pitch Process

We hear “RFP” and “pitch” so often that the two soon become a part of our lexicon without us realizing it. While we have a basic conceptual understanding about what an RFP and a pitch are, we are in the dark as to how they are planned and executed. Associates keen on becoming
avid business developers want to learn early in their careers what an RFP and a pitch entails, and we would appreciate more guidance on how to engage in this process.

Implementation at the Law Firm

So, how exactly does the above look in the law firm setting? Associate business development programs will admittedly look different at each firm. However, we believe the general roadmap below will serve as a solid starting place for firms as they begin to develop their programs.

First, business development programs must be practical. In light of all the demands on a law firm attorney, programs should be integrated but not so time consuming that they take away from the actual practice of law. One way to achieve this is to provide limited billable hour credit for business development activities ' similar to how billable credit is allocated for pro bono work. While this may temporarily affect the bottom line, keep in mind that business development is a marathon and not a sprint. The potential return is a firm with a critical mass of attorneys equipped to effectively grow and sustain the profitability of the enterprise for the long term.

Second, implementation of the program should center around measurable objectives. For example, if an associate's goal is to cultivate relationships within the firm, a corresponding objective could be inviting to lunch one new partner and one new associate each month. If the goal is to credential oneself, a corresponding objective could be to write a substantive article every six months.

Third, firms should provide associates with a business development primer, after which associates draft a plan identifying their business development goals ' and corresponding objectives ' for the next three, six, and 12 months. Associates should then be paired with more senior attorneys who have been successful at implementing similar goals. As with any effective mentoring program, the firm should identify mentors who are both invested in their own development and in the development of young associates. Mentors will work with associates to assess progress, reflect on what is working and what is not, and adjust the business development plan accordingly. In addition to providing a business development mentor, the firm should implement a business development curriculum with a diverse “course offering” of training sessions. These programs should be aligned to the business development goals associates have identified in their plans.

Ultimately, we believe the key to ensuring associates learn the skills detailed above is implementation of a meaningful and practical program where success is assessed by the achievement of measureable objectives. A meaningful program should be differentiated and tailored to the associate. After all, business development is an art, and one size does not fit all. Differentiation is critical to fostering the inclusion of diverse associates and creating a business development program that yields maximum results for all attorneys. The more people trained to grow the pie, the greater the potential to actually grow the pie.

Dineo Mpela-Thompson, an associate with Foley & Lardner LLP, counsels and represents corporate clients in international trade regulation laws. She may be reached at 202-295-4759 or [email protected]. Wiline Justilien, also an associate at the firm, is a member of the Business Litigation & Dispute Resolution, Antitrust, and Trade Secret Noncompete Litigation Practices. She may be reached at 202-672-5432 or [email protected].