A number of law firm leaders have expressed concerns to me regarding what they perceive to be a lack of quality and qualified candidates for the most senior law firm marketing positions, such as chief marketing officer or chief business development officer. It’s certainly plausible that some candidates who rose to senior-level law firm positions during times of plenty now face a daunting task of adapting to a much more competitive market. But it’s also clear that many law firm leaders have a poor understanding of the kind of marketing support they need. This, added to the poor processes many pursue to find candidates, means that too often we end up with mixed results. In my roles as both a consultant to law firm leaders and as 2014 president of the international Legal Marketing Association, I’ve captured the following recommendations to improve the process.

Hire to Support the Vision

Law firm growth plans typically lack specific financial targets and a clear market vision. Like a golfer who studies his swing, law firm leaders should strive to be “consciously competent.” Why are we successful, what ingredients have led to our success, what factors have changed, what should do more, what should we stop doing? Marketing is about deeply understanding these issues and then marshaling the necessary resources to pursue a well-designed plan.

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