legal networking Archives - The National Law Forum

Twelve Tips for Effective In-Person Networking in the Post-Pandemic World

I recently got on my first flight since the pandemic. I had been avoiding travel and conferences for many reasons, but it’s time to stop hiding at home and behind my computer screen.

Over the next few weeks I am speaking at several lawyer retreats and industry conferences – I’m excited but nervous.

I feel like a fish out of water (I accidentally let my TSA pre-check expire as well as my passport during Covid). It’s also the first time I’m leaving my pandemic puppies (I think it’s more traumatic for me than them).

I’m looking forward to seeing familiar faces and meeting new ones, and getting to know my clients in a setting other than Zoom because human connections are important and powerful.

In-person networking is essential – it is the secret sauce to building long-term and meaningful relationships. Those relationships can lead to opportunities of all kinds.

Even as an extroverted extrovert, I’m a bit rusty on networking.

I have been doing countless presentations to a computer screen since March 2020 and so being able to see and interact with real people is a much welcome change. A return to “normalcy.”

But after years of being an “expert” network, I’m not actually sure what to do when I actually see people again in a profesional group setting.

Do I hug? (I’m Italian, we like to hug) Shake hands? Fist bump? Just smile and nod? So glad we aren’t bathing in hand sanitizer anymore or cloroxing everything with which we come in touch.

Many of us are in the same position after the past few years, and we don’t feel like the same person we used to be. But that’s okay. Let’s collectively give ourselves a break (and some grace). We are all in the same boat – together.

Here are 12 tips for effective in-person networking I plan to use:

Ask people about themselves more then I talk about myself.
Practice active listening.
Say their names a few times when talking to them – it helps me remember them and makes people like you more.
Write notes after each meaningful conversation.
Exit conversations gracefully.
Follow up and connect on LinkedIn with new and renewed contacts.
Put my LinkedIn QR code on my iPhone home screen to facilitate easy networking. Here’s how.
Add new contacts to my CRM.
Immerse myself in the programming. I am not going to check my email every second or do unnecessary work.
Write a key takeaways blog and LinkedIn post from the sessions I enjoyed and tag the speakers.
Create an email OOO message that supports my brand and business (see example from Paula Edgar).
Have an intimate dinner with my clients/colleagues to get to know them better.

Do you have any tips for in-person networking in the post-pandemic environment?

Article By Stefanie M. Marrone of Stefanie Marrone Consulting

For more legal marketing and business of law news, click here to visit the National Law Review.

Why Selecting the Right Company Swag is so Important for Your Business and Brand

I recently went to use a pen that I got at a conference from a law firm service provider. It’s my favorite pen. It writes perfectly, it never leaks, it has the perfect consistency and it is a bright color, so I can always find it in my purse.

On the flip side, I have another pen, from a top 10 Am Law ranked law firm with profits of more than $3 million per partner per year that ran out of ink the second time I used it. It’s flimsy and plastic. I was surprised that a firm of this caliber would give out hundreds of these pens to their clients, recruits and prospects.

It’s incredibly important that each touchpoint your target audience has with your brand is truly reflective of your brand.

That means even the pens you hand out at a conference (when we go back to conferences), the coffee you serve, the way the bathrooms look and the tidiness of the reception areas (including ensuring the plants in the reception area are healthy looking) need to be well thought out.

And the kind of swag (or promotional items or tchotchkes as I prefer to call them) you choose to represent your company is much more important than you may think. It’s part of your outward facing brand and can be an easy way to gain positive visibility for your organization.

Let me give you an example. I was a guest in a summer share a few years ago in the Hamptons. One of my housemates walked into the house wearing a baseball hat that said “MoFo.” I said, “do you know what that stands for?” and you can guess yourself what he replied. I told him that MoFo was actually a global law firm. He was shocked. He said he had been given the hat by a lawyer friend of his about 10 years prior and didn’t know (or ask) what the abbreviation stood for. He just assumed it stood for – well you know what.

This is a great example of how the wording and branding on a swag item can make all the difference.

Once I told him MoFo was the name of a major law firm, the hat lost its “cool” quotient to him. Later that summer I saw his once beloved hat thrown on a heap of beach gear in the basement. The MoFo hat had been demoted.

Company SWAG is the abbreviation of “Stuff We All Get” (I personally didn’t know that until I researched this article). It is free stuff and giveaways that employers give out to their current employees, alumni, recruits and clients.

As with so many things in marketing, one size doesn’t fit all, so it’s important to have multiple promotional pieces from which you can choose. Many firms keep closets full of promotional items and have an online catalog to make it easy for employees to choose items when they need them.

It should go without saying that your company branding should appear on every promotional piece.

So, how do you choose awesome company swag that your clients and other target audiences actually want?

There’s a huge difference between being thoughtful with your company swag items and just putting your company logo on the cheapest or coolest items you can find. The benefits of doing the former go way beyond what you might think.

Investing in high-quality swag has the potential to earn you extra brand impressions, build awareness, cultivate strong company culture, and build good rapport between your brand and your prospects.

Make sure it’s well-made: The number one rule when considering company swag is making sure it’s high-quality. While the initial excitement of a new or free thing might last a week or so, if it’s not something of true value, people will be over it just as quickly. When you take the time to pick out swag items that are worthwhile, people are going to use it far beyond the first week, giving your swag more longevity and the chance to garner more impressions. If it falls apart, so does your reputation.
Think outside of the office. Find something that is useful even outside of the office – it doesn’t always need to be a pen or a flash drive!
But sometimes the tried and true works. I have an umbrella from Paul, Weiss, Rifkind, Wharton & Garrison given to me for Employee Appreciation Day many years ago when I worked there. This is the Mercedes Benz of umbrellas. It still works after two decades! It even has a cool wind technology that doesn’t allow it to bend during crazy storms. I carry it with me whenever there’s a bad rainstorm. We always had high-end umbrellas stowed away as giveaway items at several law firms when it rained for client events. Don’t underestimate the power of a good quality basic like an umbrella or a tote bag. Just put your logo on it so you get free publicity. You want your brand to be associated with high-quality items, because you are a high-quality company.
Keep your company culture at the forefront when choosing swag items. This one really doesn’t need an explanation. Make sure the items you select truly represent you and your organization.
Consider thoughtful details. When planning what kind of items you want to order for company swag, think about which items you can use to relay small details about your company and/or its culture.
Make sure your logo/brand name is on each item – and that it’s not too big and not too small. Remember promotional items are walking advertisements for your organization. I still get stopped on the street sometimes when I wear a tote bag from one of my prior law firms – someone will inevitably ask me if I am a lawyer and it’s a nice starting conversation point. I am not a huge fan of doing special logos for an anniversary or special event – I think it’s smarter from a brand and cost perspective to stick to the basics, especially if you are not a household name.
Extra points if you can work yourself (or your clients) into the item. Intellectual property law firm Amster Rothstein & Ebenstein has one of the coolest promotional items I’ve seen in years. It’s a metal straw – but it’s not because it’s trendy as a metal straw – it’s because they helped the client obtain the patent for that straw. They actually have the patent number on the item – which is super cool too. So, if you did something novel like this – by all means please use it as your promotional item. And if your clients create items that you can use – even better. Why not support them? It helps to build stronger relationships. One of my prior firms had a program where they would source promotional items and startups from small businesses the firm represented. What a great way to support small businesses and your clients!

Taking the time to pick out the right swag will enhance your brand and reputation, promote your company culture and promote positive buzz your organization.

I’d love to hear more about the promotional items your firm is using.

Article By Stefanie M. Marrone of Stefanie Marrone Consulting

For more legal marketing news, click here to visit the National Law Review.

Relationships Creating Commerce: How to Get the Most Out of Professional Networking and Referral Groups

Since in-person networking opportunities, such as industry conferences, are almost non-existent during the coronavirus pandemic, professional networking and referral groups are gaining popularity and becoming the go-to choice for creating referral relationships for lawyers. The format, makeup and style of the groups may vary, but the overall concept and purpose are the same: Grow your network, obtain new clients and bring in more revenue.

If you are thinking of joining a professional referral network, there are a few best practices, factors and concepts to keep in mind.

Your Circle of Trust

We all know it takes time to build your network the old-fashioned organic way — attending networking events, speaking at conferences and just meeting people over time. However, joining a professional networking and referral group will accelerate the growth of your network in three ways.

Joining the group expands your network immediately, since these groups typically have 20 to 30 members.
Those 20 to 30 people in the group are trusted advisors to their clients. As a fellow group member, they come to know you as someone they can trust. If their clients have a need that you can fulfill, your cohort will not hesitate to refer you. You can think of it as having 20 to 30 salespeople working on your behalf in the market.
Practicing the law of reciprocity is an accelerator. For every introduction you provide to your fellow members to help grow their networks, you can anticipate the boomerang effect because the person you gave to will want to return your gift in kind.

Selecting the Right Group

Several group options are available; joining the one that’s right for you is key to gaining value for your time and investment. Most professional networking groups have a monthly membership fee that, for the most part, is comparable, so don’t plan on distinguishing based on cost. There are four other factors to consider when you are deciding which group to choose.

Ask about the selection process — not only whom the group recruits, but how. For example, in an invitation-only process, you must attend a meeting first and if there is a mutual fit, the group extends an invitation for you to join. Consider how the group fills its rosters. Does it vet member candidates to ensure they have extensive tenure within their practice areas? Does it require that groups are curated with a mix of focuses to maximize cross-referrals?

You should also ask about the attendance policy. Make certain the required time commitment is a fit, because it’s important for presence to be a priority. You need your fellow members to attend consistently and participate actively to truly refer each other. The group should meet monthly at a minimum, and should also create opportunities for fellow members to network in smaller groups between monthly meetings.

Consider the broader networking opportunities the group offers. How large is the total network? How does it create opportunities to meet geographically distant members? Does it offer affinity or subgroups? There is added value to your membership if you can network regionally or nationally as well.

Finally, research the makeup and history of the organization itself. Does it have a credible story to tell about its members and opportunities? Does it have a strong onboarding program and proven systems for how members meet and create commerce? Does the organization have a tenured support staff? Another key benefit is if the organization provides a platform to share thought leadership, news and accomplishments, as well as a community board to ask for needed introductions and referrals.

The Perfect Combo Creates the Ideal Referral Source

Some professional referral networking groups have a specific formula or membership mix that encompasses a broad range of practices or professions. Such groups usually allow just one representative or member from each area. While all of your fellow members are potential referral sources, a handful will naturally complement each other and lend themselves to creating opportunities to cross-sell and cross-serve the same client. A best practice is to focus on these particular relationships within your group. Meet with these complementary professionals often and discuss creative strategies to create combined offerings for each other’s clients.

If you expect to gain quality, be sure to educate your fellow members about your ideal client and referral. Be sure that your fellow members know and understand where your ideal client can be found, and how your ideal client typically finds you. Let your group know about where your target-rich audiences are, the most common reasons you are retained and the kinds of problems you solve.

The Law of Reciprocity

One business development strategy that will always harvest results is to fulfill a need for the person you’re trying to gain something from. Regardless of what it is (an introduction, a recommendation, a referral, expanding your current work, or gaining new business or a new client), your only focus and approach should be that of a giver, not a taker. Members who grow their businesses from group relationships do so because they focus on giving referrals, as opposed to seeking referrals.

The “giving” doesn’t always have to be a referral. It can be a recommendation, a solution to a problem or a shared idea. The law of reciprocity will always work because the receiver naturally wants to return your “gift” in kind.

Bottom Line: Trusted Advisors Create Commerce

Other best practices of professional networking are obvious: Attend your group meetings regularly and participate actively. Consider providing educational training and thought leadership to the group as well as serving on leadership committees or boards.

The benefits of a professional referral network are far-reaching. Winning one new matter or client will pay for your membership. There is also more juice for the squeeze, since the time you commit to membership is actually minimal compared to other business development activities, especially those that involve cold networking, such as sending unsolicited emails or social media invitations. You also enhance your own value to your clients because you have an ever-expanding network of trusted advisors and referrals to tap into.

In a world where you should never underestimate the power of a relationship, professional networking and referral groups will play a key role in the number and quality of relationships you cultivate. As long as opportunities to meet in person remain limited, these resources will only increase in value for everyone.

ARTICLE BY Glennie J. Green of Jaffe

For more articles on legal marketing, visit the NLR Law Office Management section.

The Evolution of Legal Marketing

Reflections from the past and top tips for the future

The close of each year naturally encourages reflection, evaluation and fresh perspective. As 2019 draws to an end, it’s enlightening to look back on developments and innovation in legal marketing from not only the past year, but also over the past several decades.

After the 1977 decision in Bates v. State Bar of Arizona, in which the Supreme Court held that attorney advertising was a form of commercial speech protected by the First Amendment, restrictions on lawyer marketing diminished significantly. Today, according to the Legal Marketing Association (LMA) – Bloomberg Law Joint Survey Report, 62% of law firm respondents said their firms were increasing emphasis on business development and marketing initiatives. Further, 41% of attorneys reported hiring or increasing marketing staff as one of the top new investments over the past two years, and 63% said the continued investment showed not just in headcount but also in budgets that are projected to increase in the coming years.

I recently had the pleasure of hearing Sally J. Schmidt, an esteemed founder and first president of what is now the LMA (National Association of Law Firm Marketing Administrators, or NALFMA, at the time), speak about her legal marketing journey and about the organization’s very first meeting in 1985. The event drew 15 marketing directors from across the country. Schmidt’s audience laughed as she recalled that several of the early members were not permitted to disclose the firms they represented because, at the time, law firm partners felt legal marketing carried a stigma and was somehow frowned upon. Some were worried that firm secrets would be shared and others thought that a firm conducting proactive marketing might earn a scarlet badge of shame in the industry.

My, how times have changed! Today, the LMA has more than 4,000 members in 33 countries, and unites industry specialists from firms of every size. The community of consultants, vendors, lawyers, marketers from other professions and students encourages camaraderie, connectivity, support and sharing of knowledge.

Schmidt, who has published numerous books about legal business development and client relations, proceeded to guide her captivated audience through a variety of prompts that encouraged candid and even therapeutic dialogue about challenges, successes and epiphanies of individual legal marketers from their own professional journeys.

In her book Marketing the Law Firm: Business Development Techniques, Schmidt writes:

If you mention the word “marketing” to attorneys, it conjures up a wide and disparate range of reactions. Marketing is related to such positive aspects of the practice as client satisfaction, client retention and lawyer training. At the same time, it is associated with activities considered distasteful by many attorneys, such as selling, television advertising or direct mail … One of the great myths in the legal industry is that marketing is a new phenomenon. In its emerging formal and institutional state, perhaps so, but marketing activities have been performed in every successful law firm throughout the ages. Only the techniques and level of sophistication have changed. A close look reveals that the traditional marketing activities of corporate America are being performed in the law firm setting.

As the legal industry continues to evolve, so too must those who support the success of each law firm, both big and small. Here are some top tips that will ensure success and continued progress as you and your colleagues enter the new year.

Listen and learn — Take the time to listen attentively and glean insights from those around you. Listen to your colleagues, to your attorney clients and to their clients. Many of the smartest minds work in the legal industry, and a fresh perspective is invaluable. No matter how many years of experience your résumé boasts, seeking the input and opinion of respected colleagues and acquaintances is always worthwhile. Accept feedback with an open mind and make an effort to get to know, and genuinely connect with, those around you. Even individuals who don’t work in your department will have something meaningful to share.
Unlock your “Yes, and” — Second City Works, the professional services arm of the world-famous comedy theater and improvisation school Second City, teaches the practice of “Yes, And.” They challenge professionals to designate time specifically for exchanging ideas and brainstorming freely, without judgment and without rejection. This practice can lead to great discoveries and a whole new mindset when it comes to tackling workplace challenges and driving innovation — in legal marketing, in client service and in life.
Set goals — Goals are truly the roadmap of your career. Getting lost is unavoidable if you don’t take the time to identify and chart short- and long-term goals for yourself, your team, your practice and your firm. Further, it’s affirming to look back and celebrate goals that you achieved and to renew or adjust goals that are still in progress.
Ask “why?” — All too often, we do what we do because it’s what we’ve always been doing. The best legal professionals have the wherewithal to ask “why?” It’s helpful to question your own habits and your routine. Why are you doing what you’re doing? Where can you make changes that would be beneficial?
Be positive — Every occupation has highs and lows, as well as pros and cons, but those who maintain an unwavering positive outlook prove to be resilient, successful and immune to burnout. Embrace challenges and growing pains, and reframe anything negative as positive every chance you get.
Keep the big picture in mind — Sometimes we can get so bogged down in our day-to-day routines that it’s hard to step back for an accurate perspective. Today’s greatest legal visionaries strike a balance between the macro and micro components of this field. Preserve a big-picture outlook by using all resources available, delegating well and remaining abreast of trends.

The legal world is fast-paced, fascinating and ever-changing, and the story of legal marketing is sure to continue with twists, turns, innovations and new heights. Whether you’re a legal marketing veteran of 30 years or just stepping into your first legal marketing role, you are on a professional journey that’s entirely unique to you. Whatever your piece in the legal puzzle, now is the opportune time to plot your own strategy for blazing a trail in the legal marketing evolution.

ARTICLE BY Bethany (Early) Chieffallo of Jaffe.

For more in Legal Marketing, see the National Law Review Law Office Management section.

From the Outside Looking In: Getting Hired by In-House Counsel with Jaimala Pai, Principal Legal Counsel at Medtronic Law Firm Marketing Catalyst Podcast [PODCAST]

It’s perhaps the legal industry’s most-asked question: how can attorneys get noticed by in-house counsel? Jaimala Pai, Principal Legal Counsel at Medtronic, joined the Law Firm Marketing Catalyst podcast to offer her tips, including how to stand out by finding a niche, and why diversity and inclusion are so important.

Read the transcript below.

Sharon: Welcome to the Law Firm Marketing Catalyst podcast. Today my guest is Jaimala Pai, Principal Legal Counsel at Medtronic, where she provides legal support across all business groups. Jaimala has a strong marketing perspective and has some important tips for outside counsel in terms of making inroads with fellow attorneys in-house. Jaimala, very glad to have you.

Jaimala: Thanks so much, Sharon. Really glad to be talking to you today.

Sharon: Jaimala, tell us about how you got where you are. I know that you were in private practice with an outside firm. How did you segue from that into being in-house? Was it something you wanted? Was it a random call from a headhunter? How did that come about?

Jaimala: I think I knew pretty early on that I wanted to go in-house. During law school, I was the only summer law clerk at 3M’s Office of General Counsel, and I really enjoyed my experience. Specifically, I enjoyed learning about the business, working closely with business personnel and figuring out how to provide practical advice in a business setting. So, I knew I wanted to be an in-house attorney and began networking. I met with both in-house and law firm attorneys and asked them about their careers, and I told them about my aspirations. Sure enough, when an in-house attorney reached out to one of the law firm partners I had met to look for a junior-level attorney, they provided my name. I immediately jumped on the opportunity and began my in-house career at Northwest Airlines, which is now Delta, and I’ve now been in-house for 12 years at various companies, including a Fortune 10 company.

Sharon: So, you’ve been in a variety of industries.

Jaimala: Yes, I have, from airline to health insurance to now med device.

Sharon: That sounds very interesting. If I had a nickel for every time I was asked by a lawyer in private practice about how they can attract the attention of in-house counsel, I could have retired a long time ago. We’d all like to hear your advice. I’m also curious because it seems like you’ve given it a lot of thought, more than other in-house counsel that I’ve met or heard speak. You wrote an article on the subject, published in the Legal Executive Institute publication. What got you thinking about business development from the perspective of outside counsel?

Jaimala: I think what got me thinking about it is a couple of things. One was a client looking for outside counsel. I practice in a very specific practice area. I am in health law, and beyond that, it’s fraud and abuse in health law, so I’ve had a very hard time finding people who could help me on various projects, and also just from the networking perspective. I’m friends with multiple people who are junior-level partners and even senior-level partners who come across the same thing, which is how do we break into a large company like Medtronic? How do we get noticed when these larger companies have preferred provider networks or a series of closed networks of law firms? How do I get in front of somebody to talk to a decision-maker? So, it’s really made me think about that. And you’re right, I put some of the thoughts in the article, which I will expand on in this podcast.

Sharon: So, what is your advice? Where do we start?

Jaimala: I think my first point is don’t be a generalist. In-house counsel are required to be generalists, like a Swiss Army Knife. We need to know a little about a lot to cover most everyday questions across innumerable subject matter areas. When we look to outside counsel, we’re looking for a specific tool that this Swiss Army Knife won’t do. The issue requires deeper experience and more specialized expertise. So, really be specific about your area of expertise and call it out on your firm online biography, because I often look up firm biographies to understand experience. I may also get a referral. I may know our network of law firms, but I need to look for one specific person, so I’ll just click on the firm website to see who has the expertise I’m looking for.

Sharon: Will you do a Google search with healthcare technology or healthcare devices, or do you just start because you have names?

Jaimala: Sometimes I have names. Sometimes I do Google searches, and sometimes I look at specific law firms. I may have a law firm—we have 10 law firms, for example, in Medtronic’s preferred provider network—but I don’t have a list, aside from what their website says, of who the regulatory healthcare counseling attorneys are. From there, that may give me a feed of 10 different attorneys, or sometimes it’s 20 because everybody’s thrown in everything, and then I actually click on their website and their bios to see whether they have the experience I’m looking for, and whether it’s specific enough to be able to help on the issue I have.

Sharon: So, attorneys should be very specific. Can you give some examples?

Jaimala: One of the main things that I see are industry phrases being used, like, “I work with life sciences companies,” and that’s helpful but it’s not helpful. I would like someone who specifically can say, “I work with med device companies versus pharmaceutical companies,” because our issues are different. One of the reasons why we use outside counsel is because we want someone who has more industry expertise and can give us information on what other companies are doing, obviously without violating privilege. They can say, “In my experience, this is how I’ve worked this issue in other companies across the same med device industry that are trying to do this, or conversely, you guys are outliers. I’ve never heard this before.” Sometimes that’s a good thing and sometimes that’s a bad thing, but if you don’t have that industry expertise and I’m still getting my narrow view of a Medtronic-only perspective on an issue, that’s not as helpful.

Sharon: I know lawyers are so resistant to focusing. I can’t tell you how many times we’ve suggested that perhaps a laundry list is not the best way to go. These are lawyers who often have distinct expertise, but they don’t want to focus in on it. Why do you think that is?

Jaimala: I think you hit the nail on the head in the past, when we had a conversation, and it’s the fear of missing out. They think if they don’t have the laundry list on their bio, a client may come in and not see an area they can help on and not be interested in them. I actually think it’s more the other way around. In this day and age, companies are looking for law firms that have a varied practice area, but they’re looking at lawyers for a specific expertise. Your firm may have everything but the kitchen sink under it, but your specific expertise needs to show, so that I know you’re the person I should call when I have a fraud and abuse issue for med devices. You will be the person that can talk me through and be the expert, versus us muddling through something together because you think you can do it, but you haven’t really ever done it in the past.

Sharon: Yes, I think it is the fear of missing out, and I wish every lawyer we’ve talked with could hear what you’re saying. So often we hear, “Nobody’s going to look for me online,” or “Nobody’s going to find me online.” What are your thoughts about that?

Jaimala: I do think networking is key, too. It’s not just online. I understand why people will think that, but the other information I would give is oftentimes, we don’t have these great, big areas of information in-house. For example, I know my network of law firms that I’m supposed to use my budget towards, but I don’t have a list of regulatory attorneys from each of those law firms. I still have to go online and look for these things. Even if you’re in my network, it doesn’t necessarily mean I know the lawyers that are in that firm. So, I do think we look online more than law firms expect, and we don’t always just hire our friends. That’s another misconception that people have, that you only hire someone you know. I’d love to hire people I know, but sometimes you can’t. Like I said, you have a network you have to work in, or conversely, your friend doesn’t practice in the area you need. There are a lot of times that we just look straight to websites to find people.

Sharon: What a missed opportunity, in terms of not introducing themselves to you and making it clear who they are.

Jaimala: I think my second tip, Sharon, would be to really invest in relationships; network with everyone including mid-level and junior-level lawyers. Take an interest in what they do for your client and how you might be able to help them. Oftentimes, at these networking events, people go straight to the GC of a business, and I think they don’t realize that junior-level attorneys and even mid-level attorneys have considerable authority and influence on who companies hire and evaluating the quality of services that firms provide. Honestly, you never know who will be a general counsel tomorrow. I think you have to realize that there may not be an immediate return, but if you invested in the relationship and built a good reputation, in-house attorneys will find a way to work with you when they’re in a position to be able to make outside counsel hiring decisions.

Sharon: That’s such a good point, in terms of not just going to the top, especially because time goes by so quickly. It seems like no time at all when you have a new attorney entering a firm and all of a sudden, they’re partner. You have to plant the seeds early on.

You’ve talked about diversity and diverse teams producing more profitable results. Can you tell us about what you look for when you’re hiring and your experience with that?

Jaimala: For me, it’s at these networking events. Who treated me well? Who didn’t just gravitate towards people who look like them? I’m a female minority in the legal profession, and in some ways, I’m a little bit of a unicorn at this stage of my career because so many of us have left the profession or never even joined it. So, I appreciate when people come over and talk to me and don’t just gravitate towards those who look like them. There are numerous studies that show that diverse teams produce better economic results. Most companies have taken these studies seriously and made diversity and inclusion a focus and goal. Many law firms require diverse teams to work on their issues, and they want to have both diversity in their in-house teams and their outside counsel.

It feels to me that if law firms remain homogenous, it’s almost an impossible task for an in-house department to be diverse, because in-house pulls talent from law firms. To me, if you commit to diversity in the profession and invest in it, you’re going to feel more comfortable talking to someone like me. You’re going to come up to me in a networking event, and I’m going to think of you when I need to hire somebody and think about how well you treated me. You didn’t seem intimidated by me. You were good, so we’re going to have a great working relationship, because if in a networking setting you could talk to me, then you could definitely talk to me in a working relationship.

Sharon: Have you seen changes? Are there more firms to choose from? What are the trends that you’ve seen?

Jaimala: I do think more companies are making this a priority for them, and as a result, more law firms are focusing on it, too. If you demand this, if your clients are demanding something from you, you’re going to put focus on it and effort into it. I think recruitment has gone up for sure. I think there are more pipeline organizations. One particular organization that I’m very close to is LCLD, the Leadership Council on Legal Diversity, which is a national organization that doesn’t just focus on one affinity group. It’s an organization of more than 285 corporate chief legal officers and law firm managing partners and it’s dedicated to creating a diverse legal profession. Through the fact that so many companies and managing partners have joined this group, you can see that there is a commitment and a focus on it in the profession, so I have seen some positives. Just being in a room full of other folks that look like me has been great, because most of the time, I’m the only one in the room.

Sharon: Have you ever been in a meeting where a law firm has put a token minority in, even though they may not be relevant to what they’re pitching?

Jaimala: I think just about every minority has been that token at some point, including myself. I think it’s up to the clients to ask, “O.K., so Jaimala’s in the room. What is Jaimala going to work on on this project? Is she only going to be doing doc review, or is she going to be writing these briefs? Is she going to be the core team that takes this to litigation? Is she going to be part of this, or is she going to be relegated to the sidelines?” It’s that follow-through that the client needs to do to ensure that you’re not just bringing someone to the pitch who’s not going to get meaningful work. I think the numbers you put out, saying, “We want 20 percent diversity on a team,” doesn’t mean anything if that 20 percent is just doc review.

Sharon: I’m looking at some of your suggestions you have for law firms, like committing to a diversity program and investing in it or joining a mentor program with a local school or college. I think that’s so important, because we’ve worked with quite a few law firms, smaller law firms who would love to diversify, but it’s a very tight pool to draw from. For whatever reason, they haven’t been able to retain people, so right now, there are a bunch of white males. So, these are great suggestions in terms of how they can at least start to support diversity.

Jaimala: Yes, LCLD is a large organization and it takes money to join, and that is something a lot of smaller law firms and even smaller companies can’t necessarily commit to, but there are other ways, like you mentioned. It’s so easy. You can just reach out to a local law school and offer to be a mentor to a diverse law student. That gives you a different perspective. That gives you incoming talent into the profession as well, and that opens that individual up, who may not have had a lawyer in their family or ever even known a lawyer before they went to law school. You’re a network, and I think just doing simple things like that makes a difference.

There are also numerous organizations such as Just the Beginning, which is a pipeline organization that focuses on showing high school and middle school students of color and those of low income backgrounds that there is a path to law school and the legal profession. There are also national affinity bar associations that are great resources and offer wonderful networking opportunities. I think it’s good to remember that just because I’m not in this diverse community, that doesn’t mean I don’t have to join these things, and it doesn’t mean this isn’t my problem. This is a problem across our profession that everybody needs to own. It’s not for women and minorities to solve on their own.

Sharon: That’s a great point. We’ll put links to the Leadership Council on Legal Diversity and we can also put a link to Just the Beginning, which I haven’t heard of before, but it sounds very interesting. How else can outside lawyers get in front of in-house counsel?

Jaimala: I think presentations are huge. This could be CLEs or presentations at different trade associations. When I say presentations, I mean outside counsel is typically tapped to do these presentations, and if they take a step back and think, “This might be more meaningful if I bring someone who’s in-house to give industry examples and real-world examples of what’s going on. These anecdotes of what really goes on in a company will make me better off connecting with the audience.” It’s a win-win, because in-house just doesn’t get those types of opportunities as much, and we would love to be a part of that and be able to add that to our résumés. I do think it would make the presentation better, because those in-house folks in the audience will say, “Hey, this person has a great relationship with the client, but not only that, I can understand what the client’s saying because I go through that all the time. Here’s someone who knows how to work with in-house people.” I think that’s a great way to get in front of in-house and connect, and it’s a way that your in-house clients will know that you’re thinking of them and opportunities to help their careers. If they, let’s say, move companies, they’ll still remember that, and in an opportunity where they can hire you, they’ll try to do that. I think co-writing an article is another example. Oftentimes, Sharon, as we’ve talked about, people at law firms think, “Oh, in-house folks are too busy. They don’t want to do things like that. They don’t have time for it.” We may not have as much time in some ways, but we do want to do those things. We do want to continue to grow professionally and get our résumés in order and have publications on them. That’s another good opportunity. The best one that I’ve seen a couple of companies offer is to do CLE presentations for free at various companies, just saying, “Hey, I saw that you’re a big government contractor. I’d like to come in and give a great presentation on the ABCs of government contracting. I’ll do it for free. I’ll fly out to you. What do you think?” Almost any company would take you up on that.

Sharon: Those are great suggestions, and once again, I’m looking at missed opportunities when you say that in-house counsel don’t have as many chances to be on a panel or co-write an article. I rarely hear that discussed when we’re talking with lawyers in private practice. That is such a fabulous opportunity, in terms of helping in-house counsel build their credibility. I think that’s something to be considered.

Jaimala: I think it’s great, because sometimes when you get various law firm attorneys on a panel, it’s sort of an ego thing, “Hire me versus them. I’m better.” That ends up being what the presentation sounds like, which is obviously not what it’s intended to do. If you have that in-house person on the panel, I think it changes the dynamic. They will give a real-world example of what’s happened and you’ll have the outside counsel giving their expertise, and it really does make for a better presentation.

Sharon: I’m also thinking, it’s great to ask an in-house lawyer to be on a panel, but why not just create your own opportunities? You could put a presentation together with a bank or an insurance company and ask in-house counsel to participate. It could just be doing a webinar and asking in-house counsel to join, just to get that perspective and also to let them know that you’re thinking about them.

Jaimala: Yes, I think so. That would be great. Like I said, a lot of these opportunities don’t come to us as much, partly because we’re not as connected in the industry as law firm attorneys are, and we don’t know folks who are putting these on. We’re not on those associations necessarily at the highest levels. Those tend to be attorneys at law firms, so the opportunities don’t come to us as much.

Sharon: That’s a great point to keep in mind. Jaimala, I want to thank you so much for being here. This is great information and it’s not just a marketing person saying it. It’s from you talking from your experience, so I really appreciate it.

Jaimala: Thank you so much, Sharon, I really appreciate you having me on here.

Sharon: I want to let people know that if they want to contact you, they can do that through LinkedIn. That will be in the show notes. I want to thank everyone for listening to the Law Firm Marketing Catalyst podcast. Please join us for our next conversation on topics that will propel your firm forward. Thank you so much.

END OF AUDIO

Click here to listen to Jaimala’s Law Firm Marketing Catalyst podcast episode: From the Outside Looking In: Getting Hired by In-House Counsel. Make sure to download/subscribe.

ARTICLE BY Sharon Berman of Berbay Marketing & Public Relations Firm.

For more on attorney hiring, see the National Law Review Law Office Management page.

Register for the 14th Annual InsideCounsel Super Conference – Early bird registration expires in one week!

The National Law Review is pleased to bring you information about the upcoming 14th Annual Super Conference hosted by Inside Counsel.

When

Monday, May 12 – Wednesday, May 14, 2014

Where

Chicago, IL

Early bird registration expires February 28th!

The annual InsideCounsel SuperConference, for the past 13 years, has offered the highest value for educational investment within a constructive learning and networking environment. Legal professionals will gain the opportunity to elevate the quality of their performance and learn ways to become a strategic partner within his/her organization. In two-and-half days attendees earn CLE credits, network with hundreds of peers and legal service providers and hear strategies to tackle corporate legal issues that are top of mind throughout this comprehensive program. SuperConference is presented by InsideCounsel magazine, published by Summit Professional Networks.

Now celebrating its 14th year, InsideCounsel’s SuperConference is an exclusive corporate legal conference attracting more than 500 senior level in-house counsels from Fortune-1000 and multi-national companies. The three-day event offers opportunities to showcase your firm’s industry knowledge and thought leadership while interacting with GC’s and other senior corporate counsel during exclusive networking and educational opportunities. The conference agenda offers the perfect blend of experts and national figure heads from some of the nation’s largest corporations, top law firms, government and regulatory leaders, and industry trailblazers. The conference agenda and educational program receives consistent high marks.

Join Inside Counsel for their 14th Annual Super Conference – Early bird registration ends February 28

The National Law Review is pleased to bring you information about the upcoming 14th Annual Super Conference hosted by Inside Counsel.

When

Monday, May 12 – Wednesday, May 14, 2014

Where

Chicago, IL

Early bird registration expires February 28th!

Register for the 14th Annual Super Conference hosted by Inside Counsel! Early bird expires February 28th

The National Law Review is pleased to bring you information about the upcoming 14th Annual Super Conference hosted by Inside Counsel.

When

Monday, May 12 – Wednesday, May 14, 2014

Where

Chicago, IL

Early bird registration expires February 28th!

Tag: legal networking

Why Selecting the Right Company Swag is so Important for Your Business and Brand

So, how do you choose awesome company swag that your clients and other target audiences actually want?

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