Marketing and Business Development for New Lawyers
An article in The New York Lawyer (December 6, 2005) looks at associates and rainmaking. (You may need to log in/subscribe to get the article, but I believe the subscription is free). The article notes that more law firms are expecting associates, even new associates, to get involved in marketing activities such as writing articles, participating in the community, speaking at seminars and joining trade associations. The article quotes a consultant who indicates that starting from ‘day one’ isn’t unrealistic. Not only do I agree, but I think it’s important to start new lawyers on the path to developing business as early as possible, and to educate them about the different methods of building their business and the tools that can be used.
As the article notes, it takes time to develop business, which means that the earlier you sow the seeds, the faster you can reap the rewards. I’ve interviewed a number of lawyers and put together some surveys to find out what challenges are faced by lawyers, whether solo practitioners in law firms. (You can take the surveys by clicking on the links in the sidebar under Surveys). What I’m hearing so far is no surprise – many solos don’t have a marketing plan or even specific marketing goals, although they note marketing to be high on their list of challenges. Law firm respondents indicate that business development is rewarded (and is a plus, or even a must to attain partnership), but the responsibilities of associates to market are poorly articulated and communicated.
Few firms take the time to help associates develop the skills to become good marketers, believing that rainmakers are born, not made. This lack of support for business development skills exists even in firms that rate training and development of associates as high priorities. But there are business development and client relationship skills that can be learned, and firms that ignore this are limiting themselves and their associates. While all lawyers may not be stellar rainmakers, there are enough varied business development tools and methods that firms lawyers could (and should) take advantage of the opportunities that showcase their ndividual strengths.
The truth is that business development is a must for the survival of any practice, whether large or small. Unfortunately, many firms fail to have concrete discussions with associates about what rainmaking really means, and how to get involved. They fail to provide mentoring in this area or get associates involved early to develop these skills. It’s encouraging to see more law firms focusing on business development with associates, and to see efforts to create professional development programs (the article mentions McDermott University, established by McDermott, Will & Emery to train associates in client relationships). More firms should follow their lead, and solos should start early to learn effective client and business development strategies.