Marketing Mailbag : Bothwell Marketing, Inc.

Rain Train

published in the Daily Journal

Dear Perplexed:
It sounds as though your firm would benefit from a mentoring program. Such a program sends a strong message that client development is important. It also demonstrates that the firm is willing to provide support and structured guidance. Most important, associates gain exposure to real-world client development experiences in a safe setting.

When developing your mentoring program, reflect on your own client development techniques and what type of encouragement or advice you received – or didn't – when you were an associate.

Effective mentoring programs give associates opportunities to interact with clients in business-development situations. To accomplish this objective, partners should occasionally bring associates along when meeting clients. If an associate helps prepare the materials for a client seminar, the associate should also attend the event. The key is to involve associates with clients early on and often.

Associates who only observe the marketing efforts of one partner may feel discouraged if they can't emulate that particular partner's style. It is important to allow associates to observe more than one partner in action. Associates who see several partners in client-development situations are more likely to find an approach that fits their own communication styles.

Associates can benefit from hearing about partners' early marketing experiences. Young lawyers often have unrealistic ideas about client-development. Inform associates about how long it may take to develop relationships with clients by discussing your clients and how long it took to build those relationships.

An excellent way to expose associates to different rainmaking styles and educate them about how the firm brings in business is to have successful rainmakers speak to associates at mandatory lunches. At each lunch, have three or four rainmakers tell their client-development stories. Consider asking clients who are friends of the firm to come in and speak with associates about what they consider important when making firm retention decisions.

The mentoring program should try to encourage business-development skills in associates who do not perceive themselves as rainmakers. Teach them that client- development occurs in many settings and everyone can participate in some capacity. For instance, associates who are not social, or have families or circumstances that make it difficult for them to entertain clients after-hours, can contribute to client-development by writing articles or helping with seminar preparation.

Associates are often unsure of what is appropriate in a given setting and need some practical advice on what is expected. Teach associates what to say in follow-up telephone conversations and letters. Advise them about when it is appropriate to talk about business and how to broach the subject. Set guidelines on the amount of money that firms should spend on expenses such as entertainment and client gifts.

Most associates I talk with are aware of the importance of client development, but could use some help getting started. The more exposure associates have, the more comfortable they will be with client development. A firm's commitment to a mentoring program will inspire associates to discuss appropriate follow-up with new contacts and existing relationships.