The question.

• Author: Hirsch, Stewart
• Position: Ask the Authorities

One of our practice groups is running a seminar for clients, and the Chair wants to be out front. He's neither a good presenter nor networker, and there's a member of the PG much stronger than he in both areas. How can I approach him and keep my job as the business development manager for this group?

Russ Lawson

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You have a chance to make this a win-win. I suggest you approach the lawyer who you feel is the stronger speaker and propose an agenda for the seminar that sets the Chair up as the welcome speaker and introducer.

If acceptable, you both then visit the Chair and point out that the Chair has the opportunity to take center stage without the work of delivering the content. Allow this meeting to be open to suggestions from the Chair on the sequence of events and content of the seminar presentation. Giving over this little bit of control and providing an avenue for the sharing of credit and spotlight might be a way for the Chair to still demonstrate leadership while letting the attendees see that the stronger attorney has the depth of expertise.

If there is a social time before or after the session, ensure that the Chair has a key presence by occupying the greeting space at the entrance to the room. You want to convey that the session has the imprimatur of the Chair's authority, but assigning a welcome role will allow the stronger lawyer to work the room unencumbered for a while.

Russell Lawson is marketing director for a mid-sized mid-Atlantic law firm, co-chair of the International LMA R&D Committee and member of the Strategies Editorial Board.

Cynthia Kaiser

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I would discuss with the Chair the importance of the Chair acting in charge "behind the scenes", giving direction and making sure that things run smoothly--you can talk up the "cons" of being a presenter and the "pros" of being the leader behind the scenes. The Chair should announce the keynote speaker and/or making the opening remarks (very short). The heavy speaking and introduction of other members of the group to clients etc. should be left to the partner "on the floor" who is good at presentation and networking. The best way to keep your job is to convince the

Chair that he is making this decision based on your recommendations --that way the Chair is the host of the party, not the chef cooking for the party.

Cynthia Kaiser is the regional marketing director for Rutan & Tucker, LLP, and...