Beyond thank you's, recognize effort and achievements through internal and external communication vehicles. You do get what you reward. Because most young lawyers show a willingness to participate in marketing if they are given support and direction, an effective firmwide program requires a certain amount of training. Attorneys armed with sufficient information on what they are selling, a confidence in their firm's abilities, and the how to's of marketing legal services are more likely to persist in the effort and do a better job all around. Motivation studies indicate that challenge, freedom, control, and respect build confidence.
Training can be formal or informal and can be provided in-house or by outside experts.
The firm will need to seek out and recognize a sufficient number of potential mentors who would feel comfortable in the role and will commit to spending the required time. Role models in marketing with their own styles can be held up as examples to illustrate and encourage wider accomplishments. More initiative should be expected from senior associates and junior partners within the framework of firmwide goals. Partners with more business development and client relations experience should be given more free reign but still should be required to coordinate their personal marketing plans with other partners. This can be done through an individual marketing director or partner or small committee designated to monitor plans for consistency with firm goals and to avoid duplication and counterproductive activities.