Law Practice Today

Law firm marketing is a relatively young concept, so it is to be expected that making it a part of a firm’s culture may take considerable effort and time. Historically regarded as a profession, not a business, many lawyers hang a shingle and rely on referrals and word of mouth. But, as more firms innovate and grow their marketing strategies, it will become harder and harder not only to attract new business, but retain current business, if you do not join the trend.

Understand that changing your culture takes time.

Please note, I don’t say “marketing” culture. That is because changes to your marketing strategy will, in turn, affect other areas of your firm. Your origination structure may actually discourage cross-selling. Your fee structure may no longer be competitive in the market place. It will take time to realize what is impeding your progress before you can even begin to address the issues. And getting buy-in from your attorneys will only add to the process. While a small percentage will embrace change, the vast majority won’t. When implementing a new marketing strategy, make a list of goals and write a five year plan to achieve them. But realize that it may take longer than that to actually get there.

Break your action plan into small steps.

Understanding that people are inherently afraid of change, implement your plan in small, measured steps. While you may have the authority to demand that everyone adopt your plan immediately, you would be winning the battle while losing the war. Let people get comfortable with small changes first and enjoy some success. Then they will see first hand where you are heading. Using this method, you may even uncover some people who initially are resistant but then become your strongest advocates – the converted will be your greatest allies.

Start with those who are already, or at least almost, on board.

You may want to start a concept with a small pilot group of the few people who are ready to try to change. Once the small group begins to have some success, tout it to the rest of the firm. This approach also allows you to work out kinks before it is unveiled to everyone, especially as when people see a flaw in something they don’t want to do in the first place, they may zoom in on that one particular flaw and derail the project. Use your advocates to wear naysayers down on all fronts.

Understand that some pieces will fail or misfire.

Your plan, however well-conceived, is not foolproof. You need to be flexible and think out of the box. When I developed detailed plans to target certain clients that could be taken to the next level, I sent them to all the attorneys, thinking they would be excited to bring ideas to the table. Instead, the silence was deafening. Rather than give up, I chose to focus on a couple of attorneys who had relationships with the clients, walked them through the plans, explained the objectives and implored them to just keep those clients top of mind – golf outings, nominations, whatever. And I kept at it. Six months later, those attorneys are now coming to me with ideas, making an effort to reach out to the selected clients, and the clients are thrilled with the attention they are receiving.

Keep plugging away.

You know the saying “Rome wasn’t built in a day.” You are, in essence, re-building your firm. It will be a long, arduous process, full of victories and defeats. Your goal is to emerge stronger and better than ever, ready to lead the charge into an exciting new era for your firm.