Legal Marketing Association New England Chapter staged another great educational and networking event for law firm marketers throughout New England at its annual conference in Ashland, Mass. Here are some takeaways from my experiences/sessions attended and a few links to related resources presented in a quick browse-able format.
This year’s theme: Perfect Pitch, Thinking Like a Listener emphasized both internal and external client-focused approach to law firm marketing. As law firm’s morph from us-centered entities into client-centered entities, this stuff can’t be emphasized enough.
My takeaway from communication coach Barbara Miller‘s “Communicating to Lawyers So They Can Hear,” was this… “The message is the message received.” Miller’s anecdotes and synthesis of readings and research reminded us of the different sociological factors involved in interpersonal communication. To be heard, you must speak to the listener with appreciation for their needs. Says Miller, “People listen for their reasons — not yours.” Whether working internally with lawyers to get your initiatives approved, or preparing lawyers and materials for client presentations, an understanding of communication styles and how to manage them (communicating using their “discourse pattern”) can help bring success.
Read more on Barbara Miller’s web site www.bbmcom.com.
In Diane Hamlin’s “Marketing as Catalyst for Strategic Planning,” listening continued to be the theme —- listening to the marketplace, industry, and clients in order to create a strategic plan. According to Hamlin, who recently spearheaded the strategic plan for Fenwick & West, most law firms still don’t have one. She defines law firm strategy as creating and sustaining a competitive advantage. (“Don’t confuse tactics with strategy,” she said, “they’re not the same thing.”) Creating a strategy is a difficult but worthwhile process, she said, as she outlined her experiences first hand. Once you have a one, it drives everything.
Steps to Defining a Law Firm Strategy (in brief)
1. Evaluate scope – delete obsolete practice areas, evaluate cyclical practices, add new practices.
2. Define new practice strategy by industry: get new group together, educate group on industry, segment industry, evaluate legal services by industry (now and in the future), evaluate current skills/future skills.
3. Evaluate size – what size will nurture and sustain growth?
4. Define geography – regional, national international. Hamlin believes all firms eventually will be international in some way.
5. Define profitability – What level of profitability will nurture and sustain growth?
Hamlin’s tips for improving a strategic plan’s chances for success
1. Have enough bench to execute on recommendations (small firms must be modest).
2. Build in a prong or two that are pre-wired for early success (i.e. a Washington office that’s already in the works, or a new practice area in high demand).
3. Review plan annually.
4. Distribute numbered/I.D.ed copies of the strategic document for feedback. Document should contain: recommendations, rationale, proposed actions, implementation steps, budgetary implications and timeline.
5. Get practice area deep feedback.
6. Present final draft at partnership meeting for adoption.
7. Communicate. Communicate. Communicate.
Some Hamlin trendspeak:
“Law firms are trailing economic indicators.”
“In-house counsel are tightening purse strings and there is very little loyalty.”
“The only counsel that companies are beholden to are litigators — who are the least able to cross-sell.”
For more, see Hamlin’s article The Strategy of Business Development: How Marketing Can Add Value in LMA Strategies.
This is getting lengthy. I’ll stop now and start again with another post.
