Professional Development: Creative 'Capers' Can Help Build Internal Relationships

A mysterious package of San Diego Chargers gear arrived at Goodwin Procter's Boston office (its largest) in January 2008 with a spirited message claiming the Chargers were going to end the New England Patriots' undefeated 17-0 season in the teams' upcoming game. Goodwin Procter's Managing Partner, Regina Pisa, responded in a firmwide e-mail pledging to proudly display the gear in her office if the Patriots lost, but vowing to go to San Diego with a giant vat of clam chowder if New England won. The San Diego office chair pledged that, in turn, his office would don Patriots garb (including face paint) if the Patriots prevailed. On one level, this was a diverting exchange for all, lightening the monotony of January days. But it was also an effort by the San Diego office ' the firm's newest, and smallest location ' to raise its collective profile. This sort of outreach helped remind the firm that the San Diego office was there ' just an e-mail away ' and that they were a likeable group. The follow-up photo of the San Diego employees in Patriots gear (including face paint!) created a memorable impression.

Sarah Solomon, a San Diego senior associate who helped lead the caper, reports that good business results are continuing to flow to their sunny corner of the world because of the efforts of the San Diego attorneys to raise their internal profile. Influential partners from larger offices, charmed by San Diego's challenge, sent e-mails in response that sparked new friendships and eventual work relationships.

Hatching a Clever Scheme

The Chargers vs. Patriots escapade was a clever business development scheme. When associates think about client development they think of buzzwords ' the cliche “elevator speech,” or “pounding the pavement,” which will result in landing a client and a book of business. This may sound appealing to the highly connected and precociously political. To the other 99% of associates, these vaguely defined activities often seem onerous. Data shows that more introverted attorneys, in particular, tend to find traditional external networking techniques a poor fit. Above all, “client development” just does not sound like a pleasant experience to most.

But what most associates don't realize is that many activities they enjoy could and should form an important part of a business development strategy. Most tend to take a narrow view of firm “work,” thinking of activities as: 1) billable; 2) traditional marketing; or 3) not a meaningful use of time. Law firms, too, need to think more creatively about the overlap between internal community building, traditionally a “professional development” function, and external marketing.

Stringing together diverse practice areas from various areas of the country can feel forced, particularly when newer groups of laterals are stationed in smaller offices. In a weakened economy, however, cross-office and cross-practice strategizing is increasingly important.

Facilitating Internal Relationships

Facilitating internal relationships is a key to integrating firms effectively, and a well-integrated firm represents clients more successfully, according to Goodwin Procter litigation partner Brenda Sharton. She believes that it is “vitally important” for attorneys from different practice areas serving the same clients to know and communicate with one another regularly.

Helping attorneys make connections, trade ideas and get to know one another across offices and practices should be a joint strategic goal of both professional development and marketing leaders. These connections can pay off in increased business and more effective representation. For example, connections Sharton made with corporate attorney counterparts in the firm's Financial Services Group have led to joint client presentations and more comprehensive representation of that group's clients. Representation is ultimately more effective and cross-marketing inevitably occurs because the partners advise as a “team” and not as silos.

Woven through all of our professional development efforts at Goodwin Procter is the goal of actively encouraging attorneys to build community in ways that don't feel like “work,” but are designed to support their career development and ultimately strengthen the firm's business profile. Consultation with our business development team when planning programs ensures that the approach aligns with the firm's marketing strategy. For example, recently the Goodwin Procter Women's Initiative paired women attorneys from different offices and practices to lead roundtable discussions with summer associates, creating a career development opportunity for all involved. Promoting relationships is a goal of our substantive skills training, too: in our annual mock trial, we match attorneys from different offices as opposing counsel, recruit litigation partners from around the country to serve as clerks, and gather all participants for a post-trial celebration.

Conclusion

Face paint may not immediately come to mind to the associate considering a business development plan ' not everyone is as entrepreneurial as the San Diego group! Nevertheless, firms can make it possible for associates at all levels to make connections closer to their comfort zones, with positive results for their own development, clients, and the strength of the firm.

Lisa Kirby is a Manager of Professional Development & Training at Goodwin Procter LLP, where she is responsible for developing and managing a variety of firm wide training and professional development programs. Prior to joining Goodwin in 2006, she practiced commercial and securities litigation at two large law firms.

A mysterious package of San Diego Chargers gear arrived at Goodwin Procter's Boston office (its largest) in January 2008 with a spirited message claiming the Chargers were going to end the New England Patriots' undefeated 17-0 season in the teams' upcoming game. Goodwin Procter's Managing Partner, Regina Pisa, responded in a firmwide e-mail pledging to proudly display the gear in her office if the Patriots lost, but vowing to go to San Diego with a giant vat of clam chowder if New England won. The San Diego office chair pledged that, in turn, his office would don Patriots garb (including face paint) if the Patriots prevailed. On one level, this was a diverting exchange for all, lightening the monotony of January days. But it was also an effort by the San Diego office ' the firm's newest, and smallest location ' to raise its collective profile. This sort of outreach helped remind the firm that the San Diego office was there ' just an e-mail away ' and that they were a likeable group. The follow-up photo of the San Diego employees in Patriots gear (including face paint!) created a memorable impression.

Sarah Solomon, a San Diego senior associate who helped lead the caper, reports that good business results are continuing to flow to their sunny corner of the world because of the efforts of the San Diego attorneys to raise their internal profile. Influential partners from larger offices, charmed by San Diego's challenge, sent e-mails in response that sparked new friendships and eventual work relationships.

Hatching a Clever Scheme

The Chargers vs. Patriots escapade was a clever business development scheme. When associates think about client development they think of buzzwords ' the cliche “elevator speech,” or “pounding the pavement,” which will result in landing a client and a book of business. This may sound appealing to the highly connected and precociously political. To the other 99% of associates, these vaguely defined activities often seem onerous. Data shows that more introverted attorneys, in particular, tend to find traditional external networking techniques a poor fit. Above all, “client development” just does not sound like a pleasant experience to most.

But what most associates don't realize is that many activities they enjoy could and should form an important part of a business development strategy. Most tend to take a narrow view of firm “work,” thinking of activities as: 1) billable; 2) traditional marketing; or 3) not a meaningful use of time. Law firms, too, need to think more creatively about the overlap between internal community building, traditionally a “professional development” function, and external marketing.

Stringing together diverse practice areas from various areas of the country can feel forced, particularly when newer groups of laterals are stationed in smaller offices. In a weakened economy, however, cross-office and cross-practice strategizing is increasingly important.

Facilitating Internal Relationships

Facilitating internal relationships is a key to integrating firms effectively, and a well-integrated firm represents clients more successfully, according to Goodwin Procter litigation partner Brenda Sharton. She believes that it is “vitally important” for attorneys from different practice areas serving the same clients to know and communicate with one another regularly.

Helping attorneys make connections, trade ideas and get to know one another across offices and practices should be a joint strategic goal of both professional development and marketing leaders. These connections can pay off in increased business and more effective representation. For example, connections Sharton made with corporate attorney counterparts in the firm's Financial Services Group have led to joint client presentations and more comprehensive representation of that group's clients. Representation is ultimately more effective and cross-marketing inevitably occurs because the partners advise as a “team” and not as silos.

Woven through all of our professional development efforts at Goodwin Procter is the goal of actively encouraging attorneys to build community in ways that don't feel like “work,” but are designed to support their career development and ultimately strengthen the firm's business profile. Consultation with our business development team when planning programs ensures that the approach aligns with the firm's marketing strategy. For example, recently the Goodwin Procter Women's Initiative paired women attorneys from different offices and practices to lead roundtable discussions with summer associates, creating a career development opportunity for all involved. Promoting relationships is a goal of our substantive skills training, too: in our annual mock trial, we match attorneys from different offices as opposing counsel, recruit litigation partners from around the country to serve as clerks, and gather all participants for a post-trial celebration.

Conclusion

Face paint may not immediately come to mind to the associate considering a business development plan ' not everyone is as entrepreneurial as the San Diego group! Nevertheless, firms can make it possible for associates at all levels to make connections closer to their comfort zones, with positive results for their own development, clients, and the strength of the firm.

Lisa Kirby is a Manager of Professional Development & Training at Goodwin Procter LLP, where she is responsible for developing and managing a variety of firm wide training and professional development programs. Prior to joining Goodwin in 2006, she practiced commercial and securities litigation at two large law firms.