July Program Recap — Regrets, We've Had a Few

The session, "If I could have a Do-Over," let people pass along difficult lessons learned. Topics included negotiations over money and titles; executing client surveys; being visible; and best and worst career days.

Organizers assigned seats at the Union League Club of Chicago gathering to balance experience and encourage frank discussion. Seasoned professionals directed conversations at the various tables.

Leaders included Charles A. Maddock, Altman Weil; Marceline O'Connor Johnson, Schiff Hardin LLP; T.J. Saye, Salvi, Schostok Pritchard P.C.; Mark Karkazis, Ungaretti Harris LLP; Mary Pennington Ralston, Pennington Ralston Coaching; and the initiator of the event, Julie O'Connor, Barack Ferrazzano Kirschbaum & Nagelberg LLP.

Securing Raises and Titles

 With shrinking staffs, merging firms, and a dreary economy, marketers shared insights on asking for raises and job titles. Both are important, participants said, though managers realize firms use different titles.

Legal marketers with few years of experience may have difficulty changing their lot, they said, but any professional should seek better titles or salaries when responsibilities surge, valuable talents blossom, or pay lags far behind the LMA salary survey.

The group recommended dealing in person with the decision-maker whenever possible, dangling competing offers as leverage only if you are willing to move on, and preparing a backup strategy such as asking for vacation time or more help.

Executing Client Surveys Well

Charles Maddock's table reviewed the benefits and limitations of client surveys. As valuable as they are, poorly executed surveys and those that fail to bring about promised change will make marketers long for a do-over.

Mailed or Internet surveys are inexpensive per client, they can touch most of a client base, and they can reach an organization's middle and junior levels. They achieve good feedback on client satisfaction, new business opportunities, competitors and the client's plans for your firm.

In-person or telephone interviews are more limited, because to be practical they reach only the top ten percent of fee-generating clients. That may be enough since those clients account for 90 percent of the revenue.

The Association of Corporate Counsel says 85 percent of businesses consider surveys from their law firms critical, though only 40 percent are being surveyed. Some attentive law firms are hiring employees to do nothing but client interviews. Interviews should be framed from the client's perspective and funnel from wider questions to specific concerns about the firm's shortcomings, Maddock said.
 
Visibility at Large or Small Firms

Whether looking for a raise or just attorney buy-in, legal marketers must be visible. In big firms, venture from your office for face-to-face meetings, whether over lunch or as you pass attorneys either in hallways or their offices. Know people's communications preferences, the marketers said, including whether a lawyer responds better in person, over the telephone, or by email or voicemail.

By contrast, it's impossible to hide in a small firm. Fewer partners and a smaller bureaucracy can make achieving goals easier, they said. But sometimes scarce resources, including a lack of staff or technology, keep attorneys from appreciating a marketer's potential.

Regardless of a firm's size, marketers need realistic goals with demonstrable financial benefits, the professionals said. Then they must get word out about their successes.

Good and Bad Career Days

Strenuous, effective work rewarded with unfair criticism or silence is the ultimate downer, the attendees said. Noticing spectacular results, on the other hand, makes a legal marketer's day.

Bad days also happen when marketers do not follow up, when they are not proactive, and when they poorly assess or reassess what works. After making a mistake, apologize, make amends if possible, and learn from it.
 
Keith Picher, a former investigative legal reporter, writes on law-related topics. An LMA member and an attorney, Picher entered law firm marketing in 1998. He may be reached at keithpicher@sbcglobal.net or at 708.452.3239.