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The legal profession, marketing technology and clients' buying and retention habits are changing dramatically. Law firm marketing leaders need to think differently about lead generation, big data, project delivery and leadership.
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Taking Your Firm's CI to the Next Level
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Business development needn't be complicated, difficult or distressing. However, for many lawyers, it's all of that. Much of the uncertainty and anxiety can be eliminated by a single shift in perspective.
Law departments are not being asked to do more with less? Instead, they are being asked to do more with more (though sometimes their budget increases are not keeping up with their new responsibilities).
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Hard work alone will not propel your career forward to its highest possible level; you are going to need to be savvy at the art of self-promotion. This includes going outside of your firm to get new clients and letting those inside your firm know about your accomplishments to propel you up the corporate ladder.
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Self-promotion makes many people uncomfortable and unsure. However, to really maximize your hard work as a lawyer, you need to let the world know about your successes — and nobody can do it all for you.
The issues that I confronted a dozen years ago when I became a CMO for the first time are very much the same issues that my CMO brothers and sisters face today. Irrespective of whether you've had decades of experience or not, the job is tough. Well, the job is relatively easy, but ensuring that your team members get all the credit and your firm hits its success metrics, while maintaining your visibility and growing your perceived value, remains very much a challenge to even the most seasoned professionals.
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Lawyers who exhibit "executive presence" are more likely to make partner, to gain clients' trust and loyalty, and to receive referrals from others. Executive presence is easy to spot, but difficult to define. A lucky few are born with it, but, in most cases, it is learned. This article discusses what executive presence is and how you can learn it.
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For firms or teams with historically non-collaborative cultures (and that describes 99.9% of them), this "whole collaboration thing" has become a huge annoyance, an attempted interference with "how we've always practiced law." For these folks, the challenge is thorny: Convince everyone that their culture is changing with the times while continuing to conduct business as usual. When they fail, there is often a huge — and demoralizing — gap between the cup and the lip.
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<i><b>Dramatic Change Defines the Position</i></b><p> Perhaps no non-practicing lawyer position has changed as dramatically as that of the leading marketing professional, which bears no resemblance to the position in the 1990s. Twenty-five years ago, law firm marketing executives were asked to put together brochures and prepare seating charts for client and partner functions. It's a different world today.