There is a persistent and costly disconnect between law firm business development and marketing departments and the lawyers they are meant to support.
It exists in firms of every size and reputation. Not every firm, but at many.
At some firms, leadership has made a deliberate effort to integrate these professionals into the fabric of the firm. At others, the divide remains wide—and the consequences are real.
When marketing and BD are not fully aligned with firm leadership and practice priorities, several things predictably happen.
— First, marketing activities drift. Effort is expended, but it is not always focused on what truly matters to the firm’s strategic goals.
— Second, highly capable marketing professionals are underutilized. Their skills, judgment, and market insight are often far broader than the narrow tasks they are assigned.
— Third, partners grow frustrated. They feel unsupported, misunderstood, or forced to “do it themselves,” even when resources technically exist.
— And fourth, talented professionals leave. Sometimes they jump from firm to firm, other times they exit the legal industry entirely. They create successful careers doing something completely different.
None of this is inevitable.
The solution starts at the top.
Leadership must actively champion the marketing and business development function.
That means more than verbal support.
It means giving these professionals a real seat at the table. That means inviting them into key meetings, involving them in firm strategy discussions, and treating them as partners in driving growth, not as downstream service providers.
When leadership signals that marketing and BD matter, alignment follows.
It should go without saying, but every firm needs a strategy, or at least an objective, of where they want to grow.
Priorities become clearer. Talent is better deployed. Lawyers feel supported.
And firms stop losing strong people simply because they were never fully empowered to succeed.
