Page 216 - 2019 - Leaders in Legal Business (n)
P. 216
but that of the team’s entire coaching and front office staff. In winning legal work, as in sports,
securing a victory takes more than just fielding the most talented team. Rather, it requires critical
behind-the-scenes planning and preparation that all falls under the rubric of business development.
This includes assessing the landscape and the opponent, selecting the most effective combination
of players, and educating them on the particulars of the challenge ahead. This helps them to
develop a unified approach that utilizes each team member’s strengths, ensuring that they practice
and condition themselves to identify and seize upon opportunities that may arise, developing
contingency plans for how to respond when things don’t go as planned, and being nimble enough
to react when momentum shifts. Although execution and implementation may ultimately fall on
the shoulders of the players, there is no doubt that the most respected coaches are those who, time
and time again, put their teams in the best possible position to win.
By taking on an active role in business development and collaborating with lawyers to map
out game plans and training regimens that ultimately yield success, legal marketers are helping to
advance the goals of the organization.
Marketing Management and Leadership
A highly functioning marketing organization transforms what would otherwise be random
acts of marketing into systematic efforts that help achieve a firm’s strategic objectives, thereby
amplifying the value of the function.
Understandably, managing and leading a function is an advanced skillset that requires both
“IQ” and “EQ.” Intelligence Quotient, or IQ, refers to a person’s intellectual abilities. Emotional
Quotient, or EQ, measures a person’s ability to identify and manage emotions, both their own and
those of others, which helps them create the relationships that enable collaboration and leadership.
The intellectual challenges for a marketing leader start with creating a vision for the
function that articulates the difference it can make for a specific law firm. Then, the choice of
organizational structure must support the vision, and reflect the culture and strategy of the firm.
The next task is designing the work processes that will operationalize the structure, including
identifying the marketing technologies and tools that will best support those processes. Finally, a
seasoned marketing leader will be able to develop a resource plan, including a budget, to execute
the vision.
Of course, people are required to bring the organization to life, making personnel
management a central component of successfully leading a marketing function. Attracting,
developing, and retaining high-quality talent requires emotional intelligence and leadership ability.
These skills can be cultivated and strengthened over time, and the dividends of doing so are high.
Instilling teamwork and building a collaborative culture within the function leads to higher
productivity and seamless service to the firm. It encourages everyone to contribute and creates
joint accountability for the function’s performance. Investing in training and coaching programs
further elevates skillsets and helps retain valuable talent, all of which has a positive impact on
morale.
An effective marketing leader is also able to adroitly manage vendors and consultants to
maximize the value received. These external resources bring several key benefits to the table,
including: insight into best practices; the ability to outsource subject matter expertise; competitive
intelligence; pressure release on strained internal resources; and professional development and
skill enhancement opportunities for the internal staff who work with them. The strategic legal
201
securing a victory takes more than just fielding the most talented team. Rather, it requires critical
behind-the-scenes planning and preparation that all falls under the rubric of business development.
This includes assessing the landscape and the opponent, selecting the most effective combination
of players, and educating them on the particulars of the challenge ahead. This helps them to
develop a unified approach that utilizes each team member’s strengths, ensuring that they practice
and condition themselves to identify and seize upon opportunities that may arise, developing
contingency plans for how to respond when things don’t go as planned, and being nimble enough
to react when momentum shifts. Although execution and implementation may ultimately fall on
the shoulders of the players, there is no doubt that the most respected coaches are those who, time
and time again, put their teams in the best possible position to win.
By taking on an active role in business development and collaborating with lawyers to map
out game plans and training regimens that ultimately yield success, legal marketers are helping to
advance the goals of the organization.
Marketing Management and Leadership
A highly functioning marketing organization transforms what would otherwise be random
acts of marketing into systematic efforts that help achieve a firm’s strategic objectives, thereby
amplifying the value of the function.
Understandably, managing and leading a function is an advanced skillset that requires both
“IQ” and “EQ.” Intelligence Quotient, or IQ, refers to a person’s intellectual abilities. Emotional
Quotient, or EQ, measures a person’s ability to identify and manage emotions, both their own and
those of others, which helps them create the relationships that enable collaboration and leadership.
The intellectual challenges for a marketing leader start with creating a vision for the
function that articulates the difference it can make for a specific law firm. Then, the choice of
organizational structure must support the vision, and reflect the culture and strategy of the firm.
The next task is designing the work processes that will operationalize the structure, including
identifying the marketing technologies and tools that will best support those processes. Finally, a
seasoned marketing leader will be able to develop a resource plan, including a budget, to execute
the vision.
Of course, people are required to bring the organization to life, making personnel
management a central component of successfully leading a marketing function. Attracting,
developing, and retaining high-quality talent requires emotional intelligence and leadership ability.
These skills can be cultivated and strengthened over time, and the dividends of doing so are high.
Instilling teamwork and building a collaborative culture within the function leads to higher
productivity and seamless service to the firm. It encourages everyone to contribute and creates
joint accountability for the function’s performance. Investing in training and coaching programs
further elevates skillsets and helps retain valuable talent, all of which has a positive impact on
morale.
An effective marketing leader is also able to adroitly manage vendors and consultants to
maximize the value received. These external resources bring several key benefits to the table,
including: insight into best practices; the ability to outsource subject matter expertise; competitive
intelligence; pressure release on strained internal resources; and professional development and
skill enhancement opportunities for the internal staff who work with them. The strategic legal
201
