The management or executive committee should set the tone and make available vital information about firm objectives, capabilities, experience, facilities and personnel that associates and staff need to do their part. This can be done formally or informally. An internal-resource file or database can be developed and made accessible to associates as well as partners for marketing and client development. Internal organization, systematized and well-planned, giving to firm members and staff specific roles and accountability, can go a long way toward insuring an ongoing marketing effort that associates will choose to participate in. Firms can provide basic training on making and using contacts and how to achieve positive visibility outside the office.
Firms can solicit associates' views on future direction and identity.
And more closely linking recruiting with business development objectives will make both functions more effective. Firms can develop policies and means of reward for marketing efforts. These can range from verbal and written praise and recognition to a scale of financial compensation. Many firms may fear involving their associates in business development because of the leverage it can give them if they generate their own client base. But the benefits outweigh the risks.