“Is there a roadmap to improve my marketing department?”
I have worked with dozens of law firm leaders and CMOs on recalibrating or building out their marketing and business development departments. It’s hard work. It involves analyzing the firm’s business generation, interviewing partners and other professionals, and defining what resources it needs to grow, yet (I admit) it’s also very satisfying.
It’s the best feeling when I get to see the development of a department that functions well, without silos, within budget and with the proper technology in place.
Can you do this work in-house? You can certainly take the first steps. Here are some important elements to look for when determining whether you should expand or redesign the roles within your marketing department.
Are the partners and the marketing staff in alignment with what marketing activities should and should not be handled?
The roles in marketing and business development departments that I’ve seen can vary from – on the higher side – marketing strategy, technology operations, client experience management and embedded practice group managers – to the more traditional mainstays of communications, business development and special events.
None of these roles are right or wrong for a firm, but it all depends on what the firm needs, its budget, and the communications and understanding between the partners and the staff regarding what direction they will be taking.
Do people have an opportunity to learn and grow in their roles?
Has the firm given thought to retaining professionals in the marketing department?
When I started, there were fewer people with experience in marketing law firms; these days, many more professionals and roles are available. That’s helpful when looking at the hiring pool, but not great when you realize that your most talented people can quickly go elsewhere.
Consider what steps are next for them within the organization, have a plan to promote them or expand their responsibilities, and provide them with the training, direction and encouragement to get there. Treat them well.
Is your marketing team involved in the decision-making or planning processes early on?
Involve your marketing department early on in discussions surrounding office openings, lateral partner hires or the viability of launching a new practice group. By involving the right people from your marketing team, it will help you see the downsides and upsides of possible decisions, and open up new opportunities for marketing.
By having another dimension and mindset involved in the conversation and someone who is entrenched in the marketplace, you’ll be utilizing the talent you have on board.
Taking these three steps goes a long way in preparing your marketing department for success!
