8 Ways to Be Great in Law, Leadership & Legal Marketing

The inaugural Legal Marketing Association Southwest Region Conference underscored the need for law firms to become more effective, efficient and energized marketers. Speakers offered 8 ways for law firm professionals to be Great in Law, Leadership & Legal Marketing. Learn more below.

Read the LMA Southwest Region Conference recap.

Watch the LMA Southwest Region Conference recap.

8 Ways to be great in law, leadership & legal marketing


Business Development for Litigators: 6 Tips to Create Successful Rainmakers

As marketers working with litigators to help build their business, we often hear pushback to the tune of: “I’m too busy.” “The work is already coming in.” “If I focus on a niche, I’ll lose other business.” All of which may be true but isn’t going to be a sustainable approach to obtaining more clients in the long-term.

We recognize that litigators are in a distinctive position when it comes to business development. Unlike their transactional counterparts, there isn’t a natural flow of work coming in the door, and it can be tough to identify a prospective client list, i.e. people who might be sued. Of course there are exceptions to this – litigators working with large corporate clients that have ongoing litigation – but for the boutique litigation firm or litigator within a full-service law firm, the strategies for lead generation are going to be different.

Craig Brown, a Law Firm Business Development Consultant with LawVision and a former litigator, recently spoke on “Business Development for Litigators” at the Legal Marketing Association Western Region Continuing Marketing Education Conference. He examined key tactics that are effective in creating successful rainmakers:


  1. Build relationships with clients for future work before the litigation ends. When you are in the middle of a case, constantly be thinking, “What’s the next step?” How can you turn the contacts involved in the litigation into referral sources? How can you uncover other needs they may have?The critical part to emphasize is during litigation. The litigation process typically isn’t fun and clients want to move on once it’s over. You want to further the relationship while the client is in front of you.
  2. Network within your firm to generate business. Litigation work often stems from the firm’s deal work. A firm has a transactional client who gets in trouble, and the work segues to the litigation department; therefore, you need to network within your firm much more than attorneys in other practice areas do.
  3. Nurture relationships with lawyers who don’t do what you do and market your reputation. Boutique litigation firms are frequently known for being the hired gun and much of the incoming work is reputation-based, so it’s critical that firms brand themselves in their market’s mind. You have to build relationships so that lawyers or other referral sources are aware of your expertise and keep you top-of-mind. In turn, boutique litigators need to be cognizant of prospective clients that don’t immediately need your litigation skills and be seen as a resource by making referrals or taking other reciprocal actions, e.g., making introductions to other professionals until a litigation need arises.
  4. Market a specialization to more easily open the door to new business. Litigators are generally academically curious and relish applying their expertise to a range of different industries. Your positioning may be, “Give me the facts and I can litigate it.” This works when the work is already in the door but in terms of marketing, it’s all about focus and litigators are often resistant to this idea. To strike a balance, consider creating niche practices for business development outreach. Identify a set time period to really focus on one or two industries and become the go-to litigator for those industries. Focusing marketing in these areas does not preclude taking work outside of these areas, and is much more effective than trying to be all things for all people.
  5. Leverage your personality traits to develop long-term referral relationships. There are a number of litigators who become legends at their firm – a lawyer who naturally brings in a lot of work because they have an outsized personality, or are a true networker and “people person.” A young litigator may come on board and think, “I have to act like that lawyer,” but you’re destined for failure if you’re not the same personality type. You’ll be much more successful if you recognize your own strengths and leverage them. Prospective clients and referral sources will value your expertise and authenticity whether you’re the life of the party or more of an introvert.
  6. Turn awareness activities into relationship activities. The majority of litigators are already doing some sort of marketing – writing, speaking, member of an industry organization – and these are considered awareness or credibility activities that make people aware of you. These are one-to-many-type activities and often lawyers, particularly litigators, want to rely solely on their brand, then sit back and wait until people come to them.  Work occasionally does come in that way. Someone will read an article and say, “This lawyer is definitely the most knowledgeable person on this topic; let’s hire her when we have that issue.” But more often, business comes in because there’s a relationship – you already know someone with the issue or someone trusts you and recommends you.

    The idea is to turn awareness activities into relationship activities. If you’re writing an article, for example, turn this into a relationship activity by simply reaching out to a prospective client or referral source, and say, “I’m writing this article, I’d appreciate your input” or “Can I quote you?” You can start building a relationship before you’ve even published the article. Use awareness activities as a tool to further relationships with those you want to obtain business or referrals from.

Whether you’re a legal marketer, firm administrator or litigator trying to generate new leads, recognize that marketing a litigation practice may look different than other practice areas. By applying the above tips, litigators can intentionally build key relationships and become outstanding rainmakers.


Read Berbay’s LMA Continuing Marketing Education Conference recap “8 Keys to Riding the Wave of Change” here.

Watch the conference webinar recap here.

View the infographic here.

8 Keys to Riding the Wave of Change

Competition with peer firms, alternatives to law firms, emphasis on diversity, and more, are forcing legal marketers to evolve their thinking and take a leadership role to drive effective outcomes. The recent LMA West Region Continuing Marketing Education conference “Nexus of Change” focused on three fundamental areas: a macro view of the changing industry; how changes are impacting legal marketers; and managing ourselves as individuals so we can adapt to these changes. Within this were eight key takeaways to riding the wave of change.

Read the LMA West CME Recap.

Watch the LMA West CME Recap.

Riding the Wave of Change


Without Effective Marketing, Does Experience Matter to Lawyers? 3 Steps to Maintain Your Expert Status

We’ve all heard the cliché that there is no substitute for experience.  However, for lawyers, it’s also true that effective law firm marketing trumps experience more often than not.  A recent conversation with an attorney illustrates this point.

For many years, Seth has been practicing in what is now a very hot field of law. Indeed, he recognized and carved out a lucrative niche, long before others even saw this emerging practice area on the horizon. He has significant experience, yet now he is dismayed because he sees less experienced lawyers receiving much more of the spotlight and bringing in much more business than he is.

This competition is not just from larger firms with greater resources to allocate towards marketing.  Nor is Seth a lazy marketer. On the contrary, he invests time and energy into marketing. He regularly speaks at relevant events and hosts webinars.  Isn’t that enough?

Regrettably, in today’s marketing landscape, it’s not. Seth is missing out because his marketing is subpar to these newbies. His respectably-sized firm’s website does not promote his expertise. Publications on the site featuring Seth as an expert are years old.  His recent speaking engagements are not updated.  There’s nothing on his firm’s site about his valuable webinars.  Furthermore, Seth’s LinkedIn profile is out of date and doesn’t showcase his recent news.

If you’re like Seth, don’t panic, as there are things you can do immediately to regain your top-of-mind status as a truly experienced attorney.  Here are three steps to take now:

  • Update Your Website Biography – Make sure that it is immediately clear that you are the go-to expert in your field. Focus on your primary area of expertise, rather than letting it get buried in a laundry list of all practice areas. Update not only your website bio, but also your LinkedIn and other online profiles as well.
  • Post and Repurpose All PR Results – From published articles to presentations, to quotes in media outlets and publications, put your press hits out there. Look at how you can repurpose them, e.g., turn an article into a webinar. Ensure they are all included on LinkedIn and sites such as Avvo, etc.
  • Celebrate Successes – From case studies to significant settlements, verdicts and transactions, be sure you highlight your victories. Consistently develop and post case studies, and get the word out there via social media and an e-newsletter.

Choosing Beta Over VHS: Don’t Ditch Your Law Firm’s Database in Favor of Social Media

Recently, I’d found myself second-guessing one of my core marketing beliefs and something that I have always espoused — namely, that your database is the core of your marketing program, whether you’re a law, financial services or real estate firm. By “database,” I’m referring to your email list – the current, prospective and/or former clients as well as referral sources you regularly email, because you want to remain top-of-mind, all the while providing worthwhile information.

But, I wondered, had the strengths of social media effectively numbered the database’s days?  Was I holding on to the equivalent of a VHS method of marketing? Occasionally, I wondered if the database had become obsolete in the world of marketing a law firm or other professional service.

Database Strengths That Social Media Still Can’t Beat

I knew of course, it had not, knowing that there’s a place for both your database as well as social media. It helped to visualize them working as two gears that mesh together to make a stronger marketing program.

Consider that on social media, participants intentionally choose to connect with you. At the same time, there are a lot of prospective, current and former clients, as well as referral sources who you want to communicate with regularly, but who have no idea who you are, who aren’t active on social media, who only use it for personal purposes, or who only check their news feeds sporadically. In other words, focusing exclusively on social media leaves a huge untapped market, that at some point will be needing your legal, financial or real estate services.  How do you reach them? The answer is through your email list.

Other timeless benefits stand as testament to the usefulness of your database/email list. For example, there’s no substitute for your law firm owning its email list and being able to choose who you relay specific messages to. Not everyone in your database may be appropriate recipients for certain messages, so you can create targeted lists within your email list.  With social media, the message you deliver is more of a one-size-fits-all message.

Database + Social Media = Match Made in Marketing Heaven

Obviously, social media has its own benefits, but it needs to be used in conjunction with your database/email marketing for maximum effectiveness.  That is, both strategies should be considered pieces of the same puzzle, which each play a part of the “whole.” Putting it another way, with social media, others are choosing to connect with you, but through your database, you’re choosing to connect with others.

I found my reasoning validated recently via podcasts of other marketing professionals who emphasized the need for a database, as well as a social media presence. This confirmed beyond any shadow of doubt, that social media clearly has its strengths, but the heartbeat of the database will continue to live on.

Leading Law Firms Capture Leads and Business

Before law firms or other professional service firms engage us, they have one question, which tends to be paramount to all else.  That question is:  What will our return on investment (ROI) be for marketing and public relations (PR)?

This is a legitimate inquiry considering that marketing and public relations is an investment, so you should get a return. The challenge is that there’s not always a clear one-to-one causation (e.g., publishing this article makes the phone ring). This then begs the question: How can a professional services firm accurately measure its marketing ROI? The short answer is through tracking leads in addition to new business.


Why do I need to track leads, not just clients?

Tracking sources of business alone is certainly worthwhile, but you’re losing valuable information if you don’t track leads as well. That’s because, when it comes to marketing legal, financial or real estate services, the primary goal is to generate qualified leads, which are supposed to do exactly that – lead to sales.

Remember, you are making an investment in generating leads, so you want to know the degree of return. If you are making an investment in a specific marketing area, such as advertising on a particular website, and it’s bringing you poor quality leads, do you want to continue devoting money to that? If another investment is bringing you leads that more often than not convert to clients, don’t you want to put more money there?  How are you going to know if you don’t track your lead source?

Many firms do track leads generated through their website, comparing, for example, organic to pay per click, which is worthwhile, but it doesn’t paint the full picture.  That is often because you’re only tracking where business comes from, but not tracking which leads are not converting. It’s possible you’re generating leads with great potential from an investment, but your lawyers aren’t converting them. That points to the need for help in the business development arena, e.g., sales.


Ok, so how do I set up a lead tracking system?

Too often, firms think tracking requires a complicated, expensive integration system that involves all your email, website and other programs working together. While many terrific software programs are available, selecting and implementing one can seem overwhelming.  Don’t let lack of a complex program keep you from tracking, and avoid using it as an excuse. The truth is you don’t need anything more sophisticated than an Excel spreadsheet to get started.

Examples of how we’ve seen law firms capture leads include: using their conflict check process (e.g., some firms do a conflict check before even talking with a prospect). Others use a separate form, which the professionals fill out. Ideally, you want to capture the information on the spot, as otherwise people won’t necessarily take the time to go back and fill in information.  Other firms have designated a team member in the office who is responsible for sending out an email twice a week to get details on incoming calls or other leads.

Assign the responsibility for capturing, entering and tracking the data to one person. In a perfect world, every lawyer in your firm would remember to contribute the information as it happens.  Don’t let imperfection stop you. Capture as much as you can.


What do I need to track?

You want to be careful how much you slice and dice incoming information because if you make it too complex, e.g. fifteen different categories and five subcategories in each one, people get confused. Start by identifying the categories where your law firm gets business from. For instance, if one category is leads from other attorneys, which practice areas do they come from? You don’t have to list every kind of category; subcategories can be the top three that you think you get them from.

Include categories, such as your website, current and former clients, social media, email marketing, and others pertinent to your marketing, such as seminars or webinars.


What can tracking leads tell me?

Tracking doesn’t require an outside marketing agency, but it can add a lot of value to the process because the agency is going to create accountability. We work closely with our clients’ administrators or paralegals to stay on top of obtaining data and ensuring that it is complete. Then we analyze the information to answer the key question, “Are we making the right marketing investments?”

Seeing the leads as stats in black and white helps firms to understand which investments are working.  Upon engaging in tracking leads, it is not uncommon for us to hear from our clients things like, “I didn’t realize we were getting so much from our investment in ABC organization,” or “Look how many referrals we’re receiving from XYZ firm compared to last year.”

By illuminating where your leads are coming from through tracking, you can continue to woo your referral sources and know exactly where to put your emphasis. Conversely, you’ll also see if there are marketing activities you thought were working but the stats tell a different story.  For example, you may find that paying fees to be a member of a professional organization isn’t really bringing you leads.  However, if you enjoy the membership, or brainstorming with like-minded professionals, you may decide to stay the course.  The point is, you will remove any ambiguity about what’s generating a healthy ROI.


What’s the best way to share tracked data?

Make sure you’re sharing the data with the right people in the firm. Determine an effective format to review and discuss your data. If you have a dedicated marketing meeting, that’s ideal, or maybe it’s your partner meeting. You should be reviewing data quarterly or at least every six months.


Where there’s a will, there’s a way.

It’s easy to see why lead tracking can go by the wayside. Professionals are focused on countless other tasks, to say nothing of keeping clients happy. But before you say “we’re too busy” or “it’s too complicated,” take a step back and assess what mechanism may already be in place to capture what you need. The answer may be closer than you think.

Why Law Firm Public Relations Is Like Baseball

You can learn a lot from baseball – even lessons about law firm public relations, which has more in common with baseball than you might think. First baseball players and public relations professionals both know how to perform under pressure. Second, a baseball diamond is the perfect road map for a foolproof legal PR campaign. If you need to hit your next campaign out of the park, look no further than America’s favorite pastime for inspiration.

Law Firms Maintaining Long Term Marketing Directors: What It Means and Why It Matters

In the past few months, I’ve met many law firm marketing directors who have been with their firms 3, 5, 7 years and more. This underscores the significant evolution of law firm marketing over the past 20-plus years, which is when I entered the field.

Indeed, when I first launched my firm, marketing efforts were much less sophisticated than they are today. It’s safe to say, we’ve come a long, long way, which serves as a testament to the acceptance, integration and success law firm marketing has had on the legal industry.

Prior to the turn of the millennium, marketing directors for law firms were nowhere near as prevalent as they are now. Those that did hold these titles faced a myriad of challenges, as often the firms really didn’t know what to do with a marketing director. In equally as many other cases, partners’ expectations and those of the director were less than aligned.  This, coupled with the advent of the digital world, made for a revolving door scenario at many firms, as marketing directors came and went.

Fortunately, it seems that, for the most part, we may have gotten past that period of uncertainty. Marketing directors are now viewed as essential contributors to a law firm’s future success.  In addition, law firms now recognize that seeing results takes time.  This points to a continuing evolution not only of law firm marketing, but also of how law firms embrace and understand the role that marketing plays in establishing and maintaining a thriving practice.

What does this mean for law firms and lawyers?  Here are 4 main takeaways.

  1. The increasing longevity of law firm marketing directors points to the fact that firms are becoming much more sophisticated about marketing and about how to make it work for them.
  2. At one point, an in-house marketing professional or outside agency might have given a firm a competitive edge. Today, it’s the entry level price of keeping up. For those going it alone, it’s that much harder.
  3. Law firm marketing professionals today – in-house and agencies — are more sophisticated than ever with a keen understanding of what works when marketing their lawyers’ services. This means they can bring your firm more power than ever.
  4. In-house law firm marketing and business development professionals have much more experience working in tandem with outside marketing professionals and vice versa. This combination augments a firm’s resources and reach.

Service Partners: Avoid Becoming a “Sitting Duck”

“All that’s left is service partners,” was how the managing partner of a successful law firm described the continued demise of another brand name firm. This got me thinking…

Over the years, I’ve seen so many law firm business development professionals try to motivate lawyers to market. I’ve seen an equal number of law firms pressure their attorneys to segue from being a service partner to a rainmaker— even a mistmaker. However, I’d never heard a successful lawyer make such a strong case for wanting to get out of the service partner category.

In effect, he was saying that the attorneys who had built a book of business and could get out, had gotten out. Indeed, the rainmakers, able to control their own destiny, as opposed to having it controlled by others, had hightailed it out of the firm. Those remaining (AKA service providers), were basically just waiting for the other shoe to drop.

Unfortunate but true, service partners do not command the same respect as rainmakers. While firms need both to survive, when rainmakers leave a firm, service partners become sitting ducks. With no book of business and slim odds that service partners will magically transform into rainmakers overnight, the firm struggles to survive. Therein lies the danger for both the firm and those left to shut the lights out.

The managing partner’s comment about only service partners remaining in a dying firm certainly underscores just how necessary it is for attorneys to have some of their own clients. Sure, it requires some elbow grease, and it will require consistency and a time investment, but frankly, it’s not optional.

Take comfort though, as almost every lawyer can develop business, if they decide to do so; however, it will take time, and panicking over job insecurity won’t help. So, it’s crucial to start taking the steps now to safeguard your ability to control your future.

Berbay Marketing & PR