What Marketing Goals Will You Be Accountable for in 2012?

To choose a goal without being prepared to be accountable for progress towards it is to choose nothing.

-David Maister, True Professionalism

In True Professionalism, David Maister comments that most firms believe themselves to be democracies, but they are really anarchies; in a democracy, although there is significant debate and discussion, ultimately when the majority makes a decision, everyone must follow it.

By contrast, in many firms, partners feel that, simply by virtue of being partners, they can choose which of those decisions they can follow. This is really anarchy, not democracy.

I have observed the same behavior within law firms with whom I have worked. Sometimes, it is a big 'rainmaker' who gets to flout the rules, behaves poorly toward others within the firm, fails to follow firm procedure, hogs firm resources or fails to submit time records in a timely fashion. The firm looks the other way because they are afraid of the impact on the bottom line if they lose one skilled marketer. 

The problem is that looking the other way makes the firm weaker. Failing to enforce standards within a firm causes complacency and dissatisfaction. It erodes firm culture, causes a loss of motivation and a reduction in the quality of work the firm produces. Professionals learn that mediocrity is acceptable because there are no negative consequences. Everyone learns that management doesn’t practice what it preaches – and that management cannot be trusted because it doesn’t enforce the ‘standards’ it sets forth.

Many firms have difficulty creating a strong ‘brand identity’ or even a strong marketing and business development culture. Most have few standards for marketing, and even less enforcement. Training and support for individual marketing efforts is minimal or nonexistent.

In short, firms “encourage” marketing, but don’t to much to ensure it happens.

If you want the individuals within your law firm to be active in marketing and business development, you must establish a strategy that is non-negotiable and that the firm is prepared to enforce. The firm must set high standards and stick to them. If individuals can choose not to participate, the firm will not be able to establish a brand.

Enforcement doesn't have to mean ruling with an iron fist. It must include support and encouragement, as well as rewards - if you're serious about it, you need to provide the tools and resources to enable individuals to succeed, and reward the efforts that go into marketing, not just the results, which may take years to manifest themselves.

Make marketing and business development activities mandatory for everyone, but create plans and goals tailored to each individual's strengths. Build accountability into those plans.

Educate all of the firm's employees about the firm's business and the kinds of clients the firm prefers to work with, so that every individual can be on the lookout for new opportunities. Make marketing and business development part of the day to day practice of law at your firm.

Think about this - if marketing and business development were a part of the firm culture - if the firm were not reliant on a small percentage of 'rainmaking' partners to feed the rest of the firm, perhaps firm management would be more comfortable enforcing firm policies.

Comments

[Tom Smith]

"In short, firms “encourage” marketing, but don’t to much to ensure it happens."

-I say that this is true most of the time. Employees must be educated on how to promote the firm.

[Dave]

"Educate all of the firm's employees about the firm's business and the kinds of clients the firm prefers to work with, so that every individual can be on the lookout for new opportunities"
A very good point. I've always thought it good for every employee in the office to have a business card.