Experienced lawyers and partners can make marketing and business development seem easy, but these skills are not innate. They are acquired over the course of a career, usually by osmosis through working closely with partners.
Given how competitive the legal market has become and the fact that so many lawyers are working remotely, this on-the-job learning is no longer enough. Junior lawyers need to proactively develop these important skills.
So what marketing and business development knowledge and skills do junior lawyers need to acquire as their careers advance?
Developing client relationships
All lawyers work well with clients to some extent, or their job would not be viable. This is a starting point and lawyers must learn to develop strong relationships that will lead to repeat business. Lawyers must become commercial and well-rounded advisers, with an ability to understand and address clients’ specific needs.
The route to becoming a trusted adviser is complex, but most simply, lawyers must be able to develop a human connection with clients. This has always been the case, and the widespread use of technology and artificial intelligence does not remove the need for human chemistry. Junior lawyers should take advantage of opportunities to spend time with clients in ways that will forge this connection.
Pitching for business
How lawyers attract clients will depend on their area of practice and the nature of their firm. Some lawyers are more reliant on marketing and personal relationships, while others are expected to pitch directly to clients. Pitching requires a high standard of public speaking and written ability, skills that are only gained through practice.
Regardless of how lawyers win business, they should all develop a slick ‘elevator pitch’ or ‘value proposition’ that briefly and persuasively articulates their practice.
Networking with peers
Developing a strong network of lawyers in your own area of practice is essential. Up to a point, this happens organically as lawyers make contacts through their university and working life.
But lawyers should also be mindful and strategic about this, as a strong network of peers makes for a better professional. Peers can be useful for informally working through the impact of legislation or regulations, and for a shared understanding of the nuances of law firm dynamics. A professional network will also be important for building a personal brand – and can even help secure a new job.
If nothing else, developing relationships with peers who understand the specific pressures of a legal career will provide an important source of personal support.
Internal relationship-building
Without a strong internal network, lawyers may find it harder to become involved in the most interesting matters or to gain promotions. A strong internal network of lawyers and professional staff will support and mentor junior lawyers in ways they may not always envisage. It will also make day-to-day working life exponentially more enjoyable.
Legal directories
Junior lawyers should be aware of the two main legal directories, Chambers and Partners and Legal 500, as well as any specialist directories that relate to their area of practice.
The directories remain an important source of information for clients, recruiters and journalists, and there is a good reason law firms use the annual rankings and commentary extensively in their pitches, websites and on LinkedIn. Over time, lawyers should learn how the directory rankings are made and, where possible, become involved in drafting submissions.
Thought leadership
Clients expect their lawyers to be technically excellent. As lawyers gain experience, there is a higher expectation that they will bring commercial perspectives and insights into their industry.
Junior lawyers will initially develop these skills by consuming the thought leadership of others – attending conferences, roundtables and industry events, and reading newspapers and industry publications. Over time, lawyers should produce their own thought leadership, including client alerts, articles and public speaking.
A general understanding of how X, Instagram and Facebook work is helpful, but all young lawyers should have a working knowledge of LinkedIn. The platform has 1.3bn users who tend to be highly educated and well remunerated, making it an excellent marketing tool. Even lawyers who do not intend to use the platform regularly should have an up-to-date profile and photo, as clients use the site as an authoritative source of information (a LinkedIn profile is one of the top three results in a Google search of a lawyer’s name).
LinkedIn helps lawyers stay close to their connections, and to make new ones, and is a very good source of intelligence about individuals, firms, corporates and media. Publishing on LinkedIn is a distinct skill that should involve planning and a degree of marketing expertise, skills that lawyers should be developing over time.
Daniela Conte is a brand consultant with a wide experience of senior in-house roles
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