Will lawyers listen to non-lawyers?

That was one of the key questions posed to a panel of experts at an October 11 Washington DC session on How to Get a Seat at the Table: Building Your Own Clout in Your Firm.

The event was jointly sponsored by the Capital chapters of the Legal Marketing Association and the Association of Legal Administrators. The published description spoke to the frustration many law firm employees feel that “no one outside your department is listening to you” and noted that “Hard work and good strategic ideas don't do much for a firm if no one is paying attention.”

Over 100 professionals turned out to learn how to increase their impact. The discussion was moderated by Cindy Weber, Managing Partner at Sughrue Mion. Two of the panelists were Chief Marketing Officers: Jose Cunningham of Crowell & Moring and Kim Perret of Sutherland Asbill & Brennan. The other two were Executive Directors: Jim Leary of Akin Gump and Barry Strauss of Wiley Rein & Fielding.

Participants and audience members talked frankly about their firms, both positive and negative. In fact, some spoke so frankly about “the last bastion of medieval guilds” that I’ve decided it would be best to keep the sources anonymous. All of the quotes below came from the session, but I refuse to name names.

One person who attended the meeting said that lawyers will indeed listen to non-lawyers “when you have something to say… but listening and agreeing are two different concepts. 95% of the time the first reaction to an idea is no.” Then, within a few days, the same ideas may reappear from the lawyers themselves. Several speakers noted that “you need to check your ego at the door… Lawyers will not do this, but you must.” “The lawyers own the firm, so they must be out front.”

What do you need to do to get listened to? The very same things lawyers do when they become trusted advisors to their own clients: provide value, be well prepared, and actively work to build relationships and earn respect. Lawyers are skeptical by nature and by training, so “You must be prepared to sell your ideas, and to deal with other positions.”

How does one measure success in this type of environment? First, you need annual objectives which are based on the firm’s agenda rather than any personal agenda. Then you need to measure results, manage expectations, and honestly report both successes and failures. Business development experts can track new engagements, meetings with prospects, client satisfaction ratings, and the number of RFPs analyzed and responded to. Marketing professionals can count speaking engagements, the number of web hits, requests for competitive intelligence, and more. The important thing is to set realistic goals, relate them to firm goals, and achieve results.

“Working with laterals is a great place to make your mark,” according to one expert, because when new lawyers come to a firm, they need help. Many will welcome advice on what you can and can’t do in the new culture. And later, they will remember that you helped them.

The session ended with the question: What is the one piece of advice you would give to non-lawyers who want to influence their firms? The answers:
“Whatever your position, you must articulate a long term vision of what you want to achieve.”
“When you build a team, hire the smartest and best people you can.”
“Be flexible, and be prepared to chase a lot of bad ideas.”
“If you respect others, they will respect you. But don’t be afraid to tell lawyers what they don’t want to hear.”