This article appeared in Marketing the Law Firm, an ALM/Law Journal Newsletters publication reporting on the latest, and most effective, strategies for Chief Marketing Officers, Managing Partners, Law Firm Marketing Directors, Administrators and Consultants.

I have been privileged to work with many lawyers to discuss, strategize and implement their business development plans, and I've learned that the first hurdle is often to overcome false perceptions about marketing.

In addition, I've learned that many attorneys have incorporated tactics and initiatives into their business development plans that do not match their personalities, attitudes, experiences and — worst of all — areas of interest or practice. Take, for example, the dreaded networking event. Just the word "networking" conjures visions of awkward small talk or being left standing alone in a corner. Yet, so many times, I see lawyers who still incorporate "networking" into their plans. While growing your network is just one component of your plan (and it is important), the way you do it doesn't have to be difficult or painful. You shouldn't force yourself into situations that make you uncomfortable, and you don't have to become someone you're not to be successful at networking and marketing.

Bottom line: When plans and activities are a bad fit for an individual, they cause undue stress that leads to procrastination, which results in an ineffective marketing and business development plan. It is critical that lawyers determine strategies that match their skills, personalities, and perceptions and experiences.

Another difficulty that lawyers tend to bring upon themselves is that their marketing plans are too ambitious and unrealistic. Lawyers are creative visionaries and have no trouble determining what their desired end results should be. At the same time, they do not want to "leave any stone unturned" and believe their plans have to be "be-all and end-all." They think they have to have 15 balls in the air when in reality, they can barely juggle two. The result is a marketing plan that is six or seven pages long with no defined starting point or short-term goals built in, leaving the lawyer faced with an overwhelming plan that causes dread and discouragement, so it gets pushed to the back burner.

The reality is that there is nothing wrong with having an über focus on just one or two initiatives for an entire plan period. In fact, that's when you begin to see tangible results. If you don't narrow the focus, you risk causing yourself unnecessary stress and anxiety, which deters you from wanting to do marketing in the first place.

Whether it's one of these two challenges or some other marketing tactics that cause angst, the truth is anyone can be successful at business development and client acquisition, and everyone in the firm can and should contribute to the overall plan.

Many "types" of marketing styles, approaches and personalities can have a significant impact on marketing and business development strategies. Which one do you identify with?

Ian Cognito

If Ian took a personality test, the results would indicate "introvert." Ian is reserved and works best, and is his most productive, if left alone to "mind and grind" the matters that others bring into the firm. He enjoys research and writing, and has created a strong and trusting relationship with clients because his work product and timeliness are on point. He enjoys communicating with clients via phone and email. He is a critical thinker.

Ian's role: In today's world, where information abounds and is expected to be immediate, Ian will do well to establish himself as a thought leader in a defined area (practice, industry, etc.). He will have no problem creating the content needed to push out via social media, podcasts and webinars, and his firm's website, as well as have his publicist pitch his articles and blogs to reporters and other media. A goal for Ian would be to establish relationships with reporters to become a reliable and frequent source. He can connect with his current clients and contacts via Linkedin, as well as with others who follow the same groups, interests and industries, while showcasing his knowledge and insightful views. All of his marketing efforts can be accomplished "behind the screen" — he doesn't have to step foot into an awkward networking event with strong personalities jockeying for attention. Ian's role is imperative to the firm's overall marketing plan because he will provide its much-needed and frequent content for client alerts and social media posts.

Pierce Deresistance

Pierce is, of course, the opposite of the introvert. He unintentionally and genuinely draws people to him. You're not sure why you like him immediately; you just do. He is an extrovert, but not in an obnoxious or overbearing way, and he doesn't come across as slick or fast-talking. He's a dynamic speaker and has an ability to develop connections and relationships that seems extremely easy and second nature to him. He enjoys meeting people, as well as being a connecter and making introductions; in fact, he enjoys the social aspect of all situations and "closing the deal" so much that he would rather be out finding opportunities than doing the work.

Pierce's role: In some instances, the firm could consider making Pierce the "face" of the firm. Pierce should be a member of high-profile referral networking groups. He enjoys the spotlight and does a superb job of making connections, so he should explore speaking opportunities that put him in front of target-rich audiences. However, Pierce needs strong admin support to keep him on schedule and on task, and organize the follow-up resulting from his marketing activities. He should perfect the "transition" piece of his role — he has to know when and how to bring Ian into the client relationship. Pierce should also be a mentor to others in the firm who want to learn how to network and create meaningful referral relationships. He can do that by bringing them along when he attends networking events, works the booth at an industry conference or conducts a pitch meeting with a prospective client.

Brighton Early

Brighton is both an introvert and extrovert (and the "type" that most people identify with). Brighton is on top of her game and always ahead of most colleagues by keeping up to date on the issues and challenges that her clients face. She issue-spots proactively — quietly and sincerely apprising her clients of trends and events they should be aware of. To accomplish this, she usually arrives at the office early to review the latest news, regulations and overnight happenings. Brighton finds realistic reasons (i.e., touchpoints) for reaching out to clients beyond her current work. She doesn't mind writing or speaking, and allots some time to do so, but would rather be working hand in hand with the client on solving their issues. Brighton understands the importance of nurturing relationships and has a strong following of clients who trust her. Although she is a little uneasy about doing so, she knows that there will come a point when she has to remind her clients that her business relies on client referrals and she would appreciate introductions. The introvert in Brighton will quietly "size people up" at a social event and be somewhat distant at first, but, once she settles in, she is able to converse freely and be social. Because she's a balance of introvert and extrovert, Brighton comes across as genuine and approachable. Her book of business is a result of steady and consistent focus. (Think marathon, not sprint.)

Brighton's role: It would make sense for Brighton's marketing strategy to be a mixture of Ian's and Pierce's plans — some speaking, some writing, some networking, etc. Brighton's relationship skills will play a key role in the firm's client-retention plan. Brighton should be the "calming force" of the group that goes on pitches. She could have just one defined tactic in her business development plan, which is to nurture current client relationships so expanding their work becomes organic and automatic. At this point, it's just a matter of completing an inventory of her clients and contacts to create a schedule of meetings and outreach that will keep her top of mind and help her remain a trusted advisor. Brighton should perfect her "ask" when it comes to requesting her clients to refer business to her, because they will be happy to do so.

Gail Force

Yep, you guessed it … when you meet Gail, you don't know what hit you. Gail is the dynamic speaker who is often sought out for keynote opportunities. She is the one who will walk away with a new client after speaking at a conference … Every.Single.Time. She has a niche and a well-defined reputation in an industry or practice and is the go-to for all media. She can be borderline over-the-top and will rub some people the wrong way but, at the same time, earn respect because she is a leader in her field. In fact, she can charge a premium. She is also the player on your pitch team who is the closer. Marketing and business development come easily to her.

Gail's role: Gail could also be the "face of the firm," but only where her niche and strong personality are needed. Since she is a trusted advisor to her clients, Gail has to make certain that she has a group of go-to professionals in her firm to whom she can cross-sell services. She should be assertive in identifying issues to her clients they didn't even know they had. If Gail's business development plan were only to involve booking a speaking tour, so be it. Like Pierce, she would need strong administrative support to help her keep track of the follow-up opportunities generated after each speaking gig.

Anne Teak

We need Anne. Anne's practice is one of wisdom; tried-and-true tactics; and strong, loyal relationships. Clients will tell stories of when Anne was in the trenches with them. She will support the firm's business development efforts and projects, whatever they may be — but don't ask her to be active on Linkedin or other social media. In fact, just have someone create her Linkedin profile for informative purposes and appearances, and let it be. Anne has extremely valuable institutional knowledge of the firm, the firm's clients and why the firm is successful. There's a good chance that the firm's current culture and reputation is largely a reflection of Anne's work and ideals. She quite possibly "planted the flag" for the firm in the city where her office resides. Younger attorneys at the firm gravitate to Anne because she provides helpful, practical, no-nonsense advice. Anne won't retire because she loves her work and doesn't consider it a job. (She's "never worked a day in her life.") Being very well-known in her industry, she continues to speak often at conferences, but, now more than ever, she is sought out for leadership presentations as opposed to topics related to her practice.

Anne's role: Anne's contribution to the firm's marketing and business development plan should be as a mentor. Her perspectives and opinions are priceless. She should be taking the next generation of firm leaders and introducing them to her network, industry groups and clients. She should also have a plan in place to pass the baton, which should include relaying her institutional knowledge.

Find that Perfect Fit

Do you identify with any of these personality and marketing types? Chances are you are a combination of two or more of them. Whatever business development plan you decide on, do yourself a favor and remove the tactics that do not fit your personality, strengths and experiences. In fact, design your plan to target and obtain the exact type of work you like best and excel in. Seek the types of clients you relate to and desire to help. Do this, and marketing will not seem like a chore that you'd rather put off.

*****

Glennie Green is Senior Vice President of Marketing & Business Development at Jaffe, a marketing, branding and public relations agency. She can be reached at [email protected].