By Tom Kane
The Daily Record Newswire
Large law firms usually have a dedicated marketing staff, but many smaller firms don't often have that luxury. Yet a law firm's non-lawyer staff can be a great marketing asset, particularly in a solo or small firm practice.
When I was the first marketing person in a law firm in the mid-80's, I had no staff to speak of, except for a great secretary I shared with a lawyer. You can imagine how much of her time I got. I quickly learned to utilize any staff person -- such as the librarian, copy room workers, secretaries, paralegals -- I could con (that is, sweet talk) into helping me on various projects.
Most employees of law firms are in a great position to help in a firm's business development efforts, or help damage them. Which way it goes depends on how employees are treated, how much they love or hate their jobs, and to what extent they are otherwise engaged in the business of the firm.
There are two important factors to keep in mind regarding staff and a firm's business development efforts. One is realizing that members of your staff are already involved in these efforts if they have any contact outside the firm. Secondly, how staff members are treated by the lawyers and the firm will have a direct bearing on whether they are helping or hurting your practice.
How staff can hurt your firm
Since staff deals with clients, and the public generally, they can damage the firm's reputation based on how they interact with others. One bad experience by a client with a staff person (or a lawyer for that matter) can ruin a firm's reputation in the eyes of that client and others they will tell about it.
Some ways in which staff can hurt your business include the way they talk to clients on the phone and how they greet visitors to the office, including vendors.
Members of the staff will generally respond and act toward others in the manner in which they are treated. So if the firm does not respect them, treats them rudely, overworks them without adequate compensation or fails to thank them for what they do, they will, at best, treat their positions as merely 9-to-5 jobs.
Lawyers' behavior toward staff
It continues to amaze me when I hear stories of how lawyers (and business people too) mistreat those who work for them.
I suppose that such a personality disorder in some people will always be there, but a law firm's leadership needs to keep in mind how such behavior can damage their business because people often transfer their own happiness or lack thereof to those they encounter.
Certainly, staff is expected to act professionally with everyone they come in contact with. However, they are only human, and if they are mistreated, you can take to the bank that their attitude will carry over to their dealings with clients.
So it makes sense for the firm to treat its employees the way they would like employees to treat their clients. Happy employees are more likely to be engaged employees who can help develop the firm's business.
A firm can work toward having an engaged staff by:
* Sharing the mission and goals of the law firm with them;
* Treating them with respect;
* Making them a part of the team, such as by giving every employee a business card. Business cards don't have to be fancy. They can be produced in-house on nice stock from Staples or Office Depot. It makes staff members feel like part of a team and important to the firm; and
* Rewarding them for their contributions. Sometimes a simple thank you goes a long way.
The important thing to remember is that a happy staff is engaged and works harder. Unhappy staff leave, and turnover is costly. Training new employees is time-consuming and expensive.
How staff can help
Happy, engaged staff can be a marketing asset. They can contribute in many ways to alleviate some lawyer time and assist in business development functions.
Here are just a few tips on what a staff person can do:
* Return phone calls to tell callers when the lawyer will call them personally. This is essential because lack of communication is the most common client complaint and the reason for 80 percent of bar grievances;
* Arrange and organize seminars, and contact trade groups of interest for information and speaking opportunities;
* Review contact lists regularly and suggest names for the lawyer to contact (by e-mail, handwritten notes, birthday cards, etc.);
* Track publicity (e.g., Google Alerts) about clients and key contacts, and keep lawyers informed;
* Look for networking events for lawyers to attend; and
* Arrange lunch dates or visits with clients and referral sources.
Every person who works in a law firm is in some way marketing the firm, whether or not it is intentional and beneficial. Therefore, it makes sense to ensure that your staff works for the betterment of the firm.
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Tom Kane, Esq. is the author of the Legal Marketing Blog (www.LegalMarketingBlog.com) and president of Kane Consulting, Inc. A former practicing attorney, he has more than 24 years experience assisting lawyers with their marketing and business development strategies and coaching needs.
Published: Thu, Aug 25, 2011
