Associates are an often un-tapped resource in law firm marketing. I frequently hear complaints along the following: “I have lots of contacts to pursue but the billing partners get all the financial credit.” And here is another: “During my annual performance review, not a single comment was made about the 100 hours I put in going to meetings, making contacts, following up, writing an article.” If unheeded, complaints like these will fester and can ultimately hamstring long-term growth.
 
Often associates’ potential and novel ideas go untapped. They are the future senior partners, general counsel, and potential corporate gatekeepers, and should not be taken for granted.
 
Keep associates involved. Take senior associates and new partners to sales calls, pitches and workshops. Put them on panel sessions at association meetings; accept their offers to co-author an article (they will write it anyway). When a client calls, bring one of the other team members in to participate and let the client know how much you trust them.

“Associates shouldn’t be involved in the business development.”
 
How can associates become involved in presentations? This approach will require a little finesse, but it is absolutely recommended. On one hand, new associates should not be involved in presentations or dinner meetings if they have nothing to contribute. However, if a law firm feels it is important for a client to know who is working on the account, and at the same time, expose new associates to the rigors of the selling process, then, full steam ahead. But heed caution: You don’t want a bump on a log or a Chatty Kathy or Kirk. While I would express some hesitancy in foisting a newbie into the fray with a newly acquired client, more established clients with whom your firm has a solid relationship should be open to meeting and hearing from future rainmakers at the firm. A brief call or email to the client to let them know that a new face will be present at the next meeting should suffice; however, be sensitive to the response: If there is any hesitancy on the part of the client, assuage those concerns.
 
“Business development is part of the job and everyone should participate, whether they like it or not.”
 
It is very important for firms to recognize that some people do not like to sell or believe it is unprofessional, but those same folks may be come of the best researchers, the best at putting together briefs or background materials, or developing the best approach to acquiring the client, and those skills have real value.

The second part of the training program addressess how to actually get the work: i.e., how to close. These skills are not quite as straightforward as the all the dilligent “to-dos” of superior marketing that we have itemized in previous columns. In fact, the challenges of face-to-face selling, of asking for the business and getting it, are likely a lot more daunting to associates.
 
As part of their training, associates should understand that, while there are indeed “naturals” who succeed without seeming to raise a sweat, the rules of this game can also be learned and effectively applied as well. Among the teachable precepts:
 

• - Identify the final decision maker.
• - Identify the pressures that buyers face.
• - Develop a broader understanding of prospective clients.
• - Start with a value proposition.
• - Give something away.
• - Underscore accountability.

 
In our next several columns, we will explore each.
 
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