The question.

• Author: Hirsch, Stewart
• Position: ASK THE AUTHORITIES - Law firm's revenue growth - Column

"My department is expected to contribute to top line revenue growth, yet we are distracted from high-impact activities by things like partners needing brochures and bio changes. How do I move my role to a strategic one so we can make a greater contribution to the firm's revenue growth?"

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Aleisha Gravit

We will always have to perform lower impact activities. When you have to do them, just get it done. However, to avoid making those types of activities your department's key function, ask yourself about each project: "Does this justify the amount of the firm's resources required?" Your response can lead to the conversation you want to have with the firm leaders as to whether you are prioritizing their resources in a way that will help them the most.

How can you help from a strategic perspective? Start there. Make a list of ways you can make a difference and share it. When you can show the partners how you can add value strategically, you will be able to have a more fruitful conversation about how much of your resources should be spent on low-impact activities versus high-impact strategic efforts.

If the firm's managing or marketing partners have not had this type of conversation before, they will not even realize what strategic help you can bring to the table. This presents an opportunity for you to help them spend their resources wisely, and for you to set limits, approved by the firm.

Aleisha Gravit is CMO at Akin Gump, overseeing all marketing and business development functions for the 18-office, 900-lawyer firm. She serves as the 2013 president of LMA.

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Scott Parker

Your department is only one of the units contributing to the firm's top line revenue growth, so the first question is whether leadership's desired growth is occurring.

* If yes, would a reprioritization of your department's activities, or more resources, contribute logically and materially to higher growth?

* If no, what seemingly low-prioritization/ low-impact activities is your department being asked to do?

Either answer suggests:

1. That you track the department's activities by type, and if applicable, the source of request over at least 30 days.

2. That you review with leadership the results of your tracking in order determine whether (a) they should be re-prioritized, or (b) the available resources in your department are too limited.

Unilaterally trying to address prioritization can be politically risky. Get the facts first, then...