Ask the authorities.

THE QUESTION

Our managing partner told me that a lawyer just complained to him that we aren't doing anything. We provide business development opportunities to our lawyers constantly; plus, we support them on their own ideas, but they don't act on them. How do I get them to understand that they are an important part of the process and have to engage?"

Responder 1

Professional suicide not being an option, I laughed when asked to answer this question on the record. Statements that include words like "we can't do everything!" fail to endear us to managing partners and attorneys. The question, though, is spot on. So how do we avoid this perilous dialogue?

First, managing partners (and all other partners) are never going to know what we do all day any more than we know what they do. So quit worrying about it. Think objectively about how we actually communicate with our managing partners. Is there a better discussion?

Second, follow our own advice to our attorneys: Know your client. What is their view of success? What keeps them awake at night? What do they expect from you and your team? Engage the conversation and listen. It is the only way we have a chance to respond successfully.

Third, get over ourselves. It is not about me. As a smart colleague has rightly said: "Change the conversation." I always want it to be about the success of the firm and never about the failure of the marketer. Have a better day with a better dialogue.

Jane Doe, is the director of marketing and business developement of 50- to 75-lawyer firm

Responder 2

Key in this situation is to remember that we are, at heart, communication professionals. No matter what our specific experience within the vast world of legal marketing, our profession is one of communicating a key message. So, when faced with this situation, simply go back to basics.

Open a new Word document and begin by taking stock of what your team, be it large or small, spends its time on every day. Break down those activities to their most basic level. If you have metrics for any of these areas, include that information. Once the basic activities are clarified, articulate what benefits they each bring to the firm and your attorneys. Then articulate the part the attorneys play for each activity. What are you asking of them?

Take your final report...