This article was sponsored content by KHS People written for the Legal Marketing Association Midwest region. Publish date March 3, 2022. With C-Suite contributions by:
Overview: The year 2022 for the legal marketing industry is, once again, very different. It has unparalleled challenges which are exacerbated by the unrelenting workload. There are big challenges facing our industry. I talk about two of these challenges below: fatigue and the management of people. I talk about the issue at hand and what solutions we can deploy against the backdrop of yet another unique and unprecedented year for legal marketers. Importantly, I ask for input from C-suite legal marketing leaders to share their comments. I thank Christie Cáceres, Murray Coffey, Julie Cole, Lee Garfinkle, Lisa Olney and Bob Robertson for their time and insights in contributing to this article. Your practical and innovative takeaways are invaluable to us all - my sincere thanks. Issue 1: Industry Fatigue I see three main reasons for our current industry fatigue: 1) Unrelenting workload. The workload and expectations of marketers has increased exponentially. This is a positive move for the legal marketing industry overall. What must now follow this move is the appropriate amount of time and bandwidth to complete it. Without any outlet, or a properly staffed and structured team, it is only a matter of short time until fatigue sets in. Without a proactive and visible plan to deal with that fatigue, it turns to burnout, lower morale, and ultimately, disengagement from the industry. Cáceres shares: “CMOs can create awareness early and often before burnout happens. Creating cross-functional teams to work on projects that keep it interesting and fresh; many of us have experienced “SWAT” teams during COVID that required quick assembly and execution. Amidst the chaos, some of those projects really intrigued people and kept the creative juices flowing.” Another CMO, who asked to remain anonymous, shared that their team is entirely overwhelmed because of the workload. Without the end in sight, this quickly impacts their ability to do the work and use their relied upon judgment and subject matter expertise. Even after several hires to try to combat these issues, this team’s capacity reached 100% again very quickly. The same problem then starts over. 2) Clear priorities and expectations. Legal marketing roles are at greater risk of a lack of clear prioritization of tasks and responsibilities due to their constant evolving nature and far-reaching scope. Most Job Descriptions I see include an extensive list, including nearly every task or duty thinkable, ranging from tactical to strategic. Setting clear priorities helps to manage everyone’s expectation. This doubles as an effective upward management tool. Marketers and partners need to clearly communicate their priorities and expectations on timing in year one, year two, and so on. Without this ranking of tasks by nature of importance, marketers end up being busy on everything with little big impact. Marketers can show partners their project map so it can be easily seen what is being done and by when. Robertson shares: “What has (and continues) to plague marketing and business development roles in a number of law firms is a lack of clear focus and prioritization. The absence of both prevents having meaningful benchmarks to aspire to and be measured against. This results in roles that are mostly responsive and generally rudderless, exacerbating burn-out, dissatisfaction and fatigue.” 3) Boundaries matter. Our current working life is our actual life. There is no work / life balance; we work from home and we live at our work. Small daily breaks we never thought about – commutes, lunch breaks, coffee breaks – gave us perspective and a fresh mind. Now, for many of us, that small break is used to answer emails or pick up a child from school. It is critical for our team leaders to lead by example and put in place protocols for busy periods and encourage check out times where needed. When legal marketing professionals don’t have this type of support from the top, they leave the firm. Worst case scenario, they leave the industry altogether. Cole says that her corporate experience enables her to approach some of these issues from a different angle. For example, she used contractors to augment staff in a prior role and is introducing that approach to be more nimble. She believes being clinical and quantifying workload increases for leaders helps them understand because you are speaking their language when you show hours. Possible solutions:
Issue 2: People management Why is this important? Developing the non-technical skills of marketers, including people management, is not something law firms are set up to do (and in my view, rightly so, given their focus). So, given this, it is on our leaders to actively manage this issue. What makes this task even trickier? Even people managers need people management training. Olney says it best: “Promoting someone who has excellent technical skills but no experience managing others and expecting them to “figure it out” may work occasionally, but it’s rare. And the consequences can be devastating, because ineffective managers can slow down or demoralize a whole team.” Olney further adds that tying this essential skill into the responsibilities of team leaders is a critical piece to getting this right: “Leaders have a responsibility to not only model good people management themselves, but to make training around this crucial area part of the skills building for their department. Junior marketers can be trained on how to effectively communicate, and later how to handle difficult conversations with colleagues and internal clients. Training on how to be a contributing member of a team project can transition into how to lead one, and then how to formally manage those involved. We should ensure the building blocks to become a manager are in place and demonstrate through our actions and by who we choose to promote the value we place in these skills.” Lee suggests that we should normalize how difficult this training can be: “It’s not uncommon for a new manager, particularly someone that now needs to manage former peers, to struggle a bit in the beginning. It’s important for them to recognize their role has changed and motivating, challenging, and helping your team members grow is one of their new top priorities.” An added layer to this already notoriously tougher learned skill is the virtual nature we all pivoted to overnight and its impact on this issue. On this, Lee shares: “There have been few things during my career that have been as challenging as supporting people during the pandemic. It required diligent and consistent focus on how team members were doing, addressing their concerns, and making sure they know you are there for them. It’s critical that the team knows you have their backs, and you are thinking about their growth even though you’re not physically together.” Why do firms struggle to add experienced people managers into their marketing teams? It is a combination of three things:
Law firms don’t typically focus on this, nor do they nurture this. In my view, people managers within marketing who have a track record of success in managing others should enter a different and higher salary range. Firms only reward technical skill, not management skill. In marketing, we hire for both technical and soft skills. On this point, Coffey shares: “Not only do firms not nurture it, they attribute almost no value to it. I think many firms have endemic people management problems because the person at the top of a given department has never been compensated for their management skills and do not know how to identify people with good or promising people management skills. The opposite of a virtuous cycle. And in most law firms the HR function is focused on, and rewards, risk management.” Olney also adds that what does seem to get attention quickly is when marketing department leaders see behavior, communication styles, or work product that is not at the level it needs to be for our internal clients, the attorneys. She says we must “bring the same level of vigilance to what’s happening within our teams, because that’s ultimately what has the most impact on the team’s cohesiveness and ability to provide solid work product and strategic guidance to the attorneys.” Possible solutions
Next up? One of our biggest challenges yet… Welcome!The inaugural KHS People Salary Survey for legal marketing professionals was conducted during June and July 2021. 405 respondents provided their input. The purpose of the KHS People Salary Survey was to capture important data to help educate and drive our industry forward by ensuring there is transparency and equality. A summary of the results will be available to everyone. Specific, curated data will be provided upon request. The survey questions Each respondent answered these eight simple questions:
It was a requirement to answer each question, and each question had a multiple choice format to ensure accurate and clean data at the conclusion of the survey. AnnotationsThe sheer volumeEight simple questions multiplied by 405 people produced a wonderful plethora of data. This data is expansive and can be viewed from different angles, depending on your purpose. When looking at the data points relevant to you, keep in mind that they are accurate snapshots of salaries at this moment in time. For some, the data may be validating. For others, the data may be surprising or even disappointing. Remember that this data is a guide only. Voluminous data can be viewed differently by different people. It is possible for each person to have a different interpretation; there will be context for each interpretation. This is perhaps both the best and worst thing about salary surveys. The "lagging effect"As this data is an accurate snapshot of salaries at this moment in time, know that this means it does not give you data as to what may be achieved if one were considering a move to a different role at a different firm. We're calling this the “lagging effect”. What is - and is not - providedGiven the volume of data, decisions need to be made how best to present this data for the majority. The KHS People Salary Survey reveals the median salaries. This means that the data is not skewed by especially high or low salaries. For this reason, the median is typically seen as a more neutral data point; it can't be pulled higher or lower (unlike an average). The higher and lower ends of each range are not shown. This decision was the hardest one to make when presenting the data points. Ultimately, while helpful to some, these more extreme data points are simply too open to interpretation without the proper surrounding context. We are happy to provide this context and these data points to any person who wishes to see this. We have said from the start that a summary of the results will be available to everyone and, specific, curated data will be provided upon request. Let us know what specific need you have. Round numbersTo ensure accurate and clean data, the survey questions relating to salary and bonus asked for a number range by way of an answer. These ranges were very small so they would not impact the quality of data. For example, the majority of the salary ranges provided were in ranges of $2,500 each (such as: $100,001-$102,500 and $102,501-$105,001). Therefore, where you see data points ending in “001” or “501”, this is the reason. AnonymityWhere it seems to us that revealing a particular data point will jeopardize anonymity, this data point has not been revealed. As a general rule, we applied the “less than three respondents test”. That is, if there were less than three respondents on a particular data point, it would not be shown in order to protect the confidential information and identity of the respondents. This piece is of the utmost importance. And - given this - not every single data point is available. CitiesThe responses span 33 different cities. The bigger cities naturally attract the bigger number of responses. The smaller cities naturally attract a smaller number of responses. In this context, we reiterate our comments above: where a data point in a smaller city may jeopardize the anonymity of the respondents, it has not been provided. Please reach out to us with your specific request if this applies to you. We will provide some general salary information and greater context to assist you. FeedbackWe sincerely appreciate the CMOs and Directors who gave their feedback on the initial points of this survey. Your independent and wise comments helped guide this end result, and for that we express our heartfelt thanks and genuine gratitude. We also wish to encourage legal marketers to reach out to offer their feedback on this final product. The KHS People Salary Survey will be run each year, and hearing from you as what was helpful, what wasn’t helpful, and your thoughts on tweaks going forward to continue to provide rich and quality data is a very important part of this process. We will always value your feedback: kate@khspeople.com Data by title & firm sizeFIGURE 1: CMO & DirectorFIGURE 2: ManagersFIGURE 3: Pre-ManagerData by title onlyFIGURE 4: Title onlySpecific city dataYour specific cityAdditional qualificationsFIGURE 5: Additional qualificationsGenderFIGURE 6: GenderRaceFIGURE 7: RaceWhat else do you need?Thank youThis data would not have been possible without youWe thank the 405 respondents who provided their data to make this survey relevant and rich.
We appreciate you. Thank you. We wrote this article, which was first published in the Legal Marketing Association's Strategies & Voices publication on August 19, relating to marketing management and leadership, This article sets out the "return to office" discussion for marketers. It provides guidance on the ideal situation for the majority and what working looks like for our team leaders (CMOs and Directors) and individual marketers.
May is "Mental Health Awareness Month". I'm not sure I can remember a more important time to acknowledge this and have a real conversation about mental health. Luckily, I see a positive change in our firms; there is more of a willingness to have the conversation, continue the conversation, and show vulnerability when it comes to the topic of mental health. I have asked some of our marketing friends to share how they are trying to avoid burnout and how they are looking after themselves. Burnout is an issue I've been watching closely (and providing data on). It is a very real topic for marketers right now. Put another way, self-care is critically important and these marketers capture this sentiment beautifully. These sentiments highlight good self care and positive mental health practices for us all to take in and replicate. Logan Tracey, NYC |
Logan shares her wise words with us, and is working hard on two things: creating boundaries and being respectful of her team's work-life balance. It can be rare to find colleagues who are so respectful and thoughtful of how their actions and intentions are perceived: "I’ve been focusing on creating boundaries for myself in 2021, and while I definitely monitor email after hours and on the weekends, I am forcing myself not to respond until work hours unless urgent. It’s tough for me to have open items on my list when I know I can quickly handle and move onto the next thing, but I am practicing holding requests for office hours, unless it’s an emergency. |
Cheryl Foster, St. Louis
Director, Practice Growth, Brown Smith Wallace
I schedule time to exercise and have been intentional about getting time alone—just for me.
Cheryl points out the importance of self-care and how this simply has to come first for her. I know many agree, and the practice of this is so incredibly hard. The "alone time" is crucial for many of us, extroverts or introverts. "During this time, I had to learn to make self-care a priority. I schedule time to exercise and have been intentional about getting time alone—just for me. For all the working parents out there, I'm sure you understand how challenging that can be! |
Roy Sexton, Detroit
Director of Marketing, Clark Hill Law
I’m also more forthcoming than I’ve ever been with colleagues and leaders about what I need for balance, and the response has been positive.
Roy is a shining beacon for all of us. His ability to share and show vulnerability with his work family is inspirational: “I do feel like I’ve been burning the candle at every end possible. I’m not sure there’s any wick left! That said, I’ve also found this to be a strangely rewarding time because it has, at times, leveled the playing field, allowed us marketers to drive our firms toward digital tactics that actually work, and has afforded us a kind of singular focus one rarely gets in this career. But that comes at a price – low energy, neglected relationships, no exercise, spending far too much money at Amazon. |
Tahisha Fugate, DC
Senior Manager, DEI Client Development, Orrick Herrington & Sutcliffe
Calm is a super power.
Tahisha's self-awareness on how to support your ideal life is incredibly empowering. Making deliberate decisions to live intentionally gives us control at a level we all strive for: "Get into the habit of asking yourself, 'does this support the life I’m trying to create?' If you are trying to create a more intentional and mindful life, you have to make hard decisions to rid yourself of the things, people, jobs that don’t support that life." |
Jennifer Shankleton, Cleveland
Director of Marketing, Brennan Manna Diamond
It's going to take time, patience and care to fill us all back up again. Let's continue to normalize talking about how we are really doing, and feel comfortable leaning on each other for support.
Jennifer raises the ever-important piece of this conversation, which is, we just don't have this conversation enough. And, even if we do, there's no quick fix or immediate solution: "A comedian and mom posted to social media this week: 'We are all hanging on by a thread, right?' The comments section was full of confirmations. The consensus: we don't talk about this enough. Just because we see the light at the end of the tunnel does not mean that we can flip a switch and we'll all be ok again. |
Kellie Erlacher, Jacksonville
Director of Marketing, Lewis, Longman & Walker
I try to avoid burnout by taking short, 15 minute breaks, maybe 1-2 times a day. I used to think that powering through the work day, with no breaks at all except for a quick lunch, was the best way to work...
Kellie reminds us of the so-easily-achieved, but often pushed aside, power of small breaks. The ability to think clearly and offer a different or better perspective is so real after recognizing the importance of giving your brain a short rest: "I try to avoid burnout by taking short, 15 minute breaks, maybe 1-2 times a day. I used to think that powering through the work day, with no breaks at all except for a quick lunch, was the best way to work. I would crash after work and often be too tired and drained to enjoy my family at the end of the day. |
We are grateful and inspired by your intention, your positivity, and your relentless pursuit for happiness and well-being to continue to support mental health.
Further, most of us are balancing all sorts of things from our homes and offices. So even if you do get a little break in your workday, you’re probably bouncing between a child’s "urgent" request, or the various instant messages waiting for your immediate answer, or a load of laundry, or taking the dog out, or figuring out when to get food to eat... this list just goes on. Our lives are very different in 2021.
Recognize the need to stay productive amidst the busyness. Here’s my top tips that have served me well:
- Getting caught up on email. Look at only the emails you’re expecting or that require an immediate response. Everything else can wait until you have 30 minutes of downtime.
- Blocking out time. Block out small chunks of time each week which is reserved for thinking and idea creation. You’re unlikely to have fresh, bold and unique ideas when you’re stuck in execution mode.
- What is work? You don’t have to be sitting at your desk to do good work. Take a walk to think through a challenge. Call a colleague while you walk to talk through that challenge. Walk away from your computer to have lunch and check out for 20 minutes; giving your mind a break will make problem solving clearer and less overwhelming.
- When do you work best? There are “morning people”, and then there’s everyone else. (I’m only half joking on this!) Figure out when you work best, what triggers that ideal working mode, and how to sustain that. Everyone works differently and you know better than anyone what works for you.
- Take breaks. When you’re in “crazy busy mode”, taking a break is the last thing on your mind and it feels counterintuitive. Not true. I’ve tried this so many times myself and can confidently say how much calmer and manageable everything seems with a fresh perspective from a break.
- What do you want to produce? At the start of the day or week, note down what you want to have produced by the end of the week. This will help keep you centered and focused when things seem crazy mid-week or when you’re trying to sift through the noise of the busyness that is the Tuesday-Wednesday-Thursday of the week.
Below is a table of the various States and cities impacted by region.
(Note that this table only includes established bans that impact professional services firms.)
- what virtual networking looks like
- how to appropriately and effectively embark on nurturing and engaging with your network solely on a virtual platform
- some common missteps to avoid
ilta_martech_white_paper_jan_2021_networking.pdf | |
File Size: | 860 kb |
File Type: |
Wishing you positivity and prosperity for 2021
We laughed and cried. We zoomed through interruptions from all our pets, children, postal deliveries and technical glitches. We made it.
To all the marketers, you stepped up in 2020. It is no small feat to get through this year and, whether you are limping to the finish line, or racing towards it, you did it with grace and tenacity.
The happiest of holidays to you.
What mattered most to marketers this year
Quick insights. Getting industry-specific intelligence. The KHS Perspectives Podcasts; perspectives in 5 minutes or less |
In-house perspectives. Learning from the leaders in our industry. CMO's and Directors provide their perspective. |
The KHS People Industry Surveys. Our surveys took a look at how the industry is being impacted by the challenges of COVID. |
Guidance amidst an economic downturn. Team leaders adapted to keep their teams amidst uncertainty. |
Best practices. Marketing leaders and seniors always ask about best practices. |
A deep dive on the impact of COVID-19 in the legal marketing industry
In October 2020, we conducted a follow up survey, which covers topics requested by you. It is a COVID-specific survey and does a deep dive on four areas:
- The response by your firm to COVID
- Salary and other employment-related changes as a result of COVID
- Working from home options your firms are making available
- Your overall health as it relates to your current working hours and circumstances
Marketers responded with candid insights, sentiments, and feedback. The demographics of the respondents included marketers from all firm sizes, marketers of all levels, and marketers across all the US.
Below is the story that was told.
The response by firms to Covid
- Firms have done well by their marketers. 90% of respondents said they were happy with how their firm responded: 51% said they were “mostly happy” and 39% said they were “very happy”.
- Firms have been supportive of their marketers. 88% of respondents said they felt supported when asked how supportive their firm had been of them balancing their professional and personal lives while working from home: 34% felt “mostly supported” and 54% felt “very supported”.
- Positive sentiments. The most common sentiments shared by respondents about how their firm had dealt with or reacted to Covid were:
Marketers are being effective, despite seeing fewer dollars
A lot more work is being done
- Input of hours. 47% of marketers are working between 5-15 more hours each week
- What work is being done? Along with ‘protecting our base’ as being a key priority, a focus on pursuing new business and new market share was re-emerging:
- 57% strategic pursuits & new business
- 57% RFPs / proposals
These activities were previously not a core focus. Ten months into the pandemic, firms are now re-focusing on their longer-term goals and pursuits.
The dollars are tight.
Being effective with fewer dollars is 'the Covid way'.
- Marketing budget cuts. 46% of respondents shared that their firms had opted out of sponsorships. 34% said that all in-person events had of course been opted out of. (Some had pivoted to virtual events, and some of the bigger costs associated with hosting an in-person event had been saved instead.)
- Discretionary spending cuts. 23% shared that all non-essential travel for both business and client meetings had been cut. 11% cut costs relating to conferences, retreats and firm dinners. 9% said entertainment costs were cut. 8% said all advertising was cut. 5% said membership renewals were halted.
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Solutions for our industry
Consider these solutions for temporary relief during Covid:
- Give permission for a break. Your team needs your acknowledgement and permission to use their PTO or to take mental health days. Without this express endorsement, they are unlikely to take days off because of fear of being judged negatively if they do.
- Lead by example. If team leaders are working around the clock, not looking after their physical and mental health, and not respecting boundaries whilst working from home, the team doesn't feel empowered to do the same.
- What is your plan for alleviating your team now (and in 2021)? An open dialogue helps just about any situation. Team leaders should communicate their knowledge and understanding about this issue to their team, and - together - suggest solutions. Individual marketers may very likely have different 'fixes' for the current workload issues; it will be different for everyone.
- Reallocate the work. Marketers don't typically shy away from the opportunity to upskill. Speak to each member of your team about their true capacity and work hours to make decisions about any reallocation.
- Be professionally vulnerable. Encourage your team to share with you about what is going on for them and what they may need as a result of their own personal circumstances. To read more on this, visit our recent blog where CMO's share on this very issue.
- Seek other perspectives. If team members are at a loss on how to solve this issue, seek the support and perspective of industry peers. Simply sharing and listening how others have dealt with similar issues is a powerful thing. New ideas and solutions will start to unfold as you learn from others.
Working from home options
Post-Covid projections
Thank you
Contact us to dive deeper into these issues, or to give us your take on this issues; we love to listen.
Pat Courtemanche, Chief Marketing & BD Officer at Dorsey & Whitney
This year has sharply focused the need for society, and each of us as individuals, to do better. That is perspective... | "Perspective. I’m thankful for perspective. So much pain and injustice has been laid bare this year. So much love and compassion, alongside hate and division, as well. The highs and lows are the most extreme I’ve witnessed in my lifetime. This year has made it possible to feel more deeply. This year has sharply focused the need for society, and each of us as individuals, to do better. That is perspective. I believe good things will result, and I’m thankful for that." |
David Heinke, Director of Business Development at Grant Thornton
"I praise the evolution of technology that allows accounting marketers and sales professionals to leverage the power of Teams, Zoom, and Skype so we can virtually interact and share ideas with our clients and prospects. Second, I pause and remind myself to empathize and actively listen to clients, prospects and co-workers’ fears, challenges and needs during this period of uncertainty. Last, I remind myself of how lucky I am to be a part of the dynamic and essential ecosystem of the audit, tax, and advisory industry." | I pause and remind myself to empathize and actively listen to clients, prospects and co-workers' fears, challenges and needs during this period of uncertainty... |
Amber Bollman, Director of Client Service Initiatives at Barnes & Thornburg
These blessings have kept me grounded and hopeful in a year that has been filled with so much heartache and uncertainty... | “I’m immensely thankful – as I am every year – for my good health, friends and family (of both the human and fur variety). These blessings have kept me grounded and hopeful in a year that has been filled with so much heartache and uncertainty. On a lighter note, 2020 has also made me thankful for fresh air, long walks, wine, a slew of binge-worthy podcasts, and Taylor Swift’s ‘Folklore’ album.” |
Ashley Defay, Business Development Senior Specialist at Latham & Watkins
"This year I am really thankful for something that actually touches both my personal and professional life – I had a health challenge this year where I had to have surgery during the pandemic (which can be a scary experience). My colleagues, firm, and friends stepped into my medical leave in a way that I could have never expected, and I am grateful to know that people and my firm were there for me in my time of need – especially since all my family lives in another state." | My colleagues, firm, and friends stepped into my medical leave in a way that I could have never expected... |
Michael Blachly, Chief Marketing Officer at Gray Reed
I am reminded of what really matters. A close family and many friends are truly a blessing in these times... | "I am probably more thankful this year than I ever have been in my life. 2020 has certainly been a year of hardship. But because of this, I am reminded of what really matters. A close family and many friends are truly a blessing in these times. I am also thankful for my work family; for my team and my firm who have worked so hard this year. Honestly, there are so many things to be thankful for. If 2020 has given us anything positive, one of them is the chance to pause, reflect and take a moment to say thank you to all those in our lives and for what is given to us. |
Amy Shepherd, Chief Marketing & BD Officer at Ballard Spahr
"This year, more than ever, I am thankful for resilience. I see it at every level of our firm, and I am blown away in particular by the incredible resilience and flexibility of our marketing and business development team. While managing complicated and often daily changes to the way we work, navigating childcare and elder care issues, and absorbing the incredible weight of the state of the world, our team has demonstrated patience and creativity and risen to every challenge, turning out impactful content and leading new initiatives to help our attorneys generate business in a virtual world. I am also grateful for the warmth and support of the legal marketing community. The virtual world has provided a platform for increased engagement and networking, which I truly appreciate and have found incredibly beneficial." | ...our team has demonstrated patience and creativity and risen to every challenge... |
...put together by Kate Harry Shipham, "eternally grateful"
I hope in this week, of all weeks, you get to pause and reflect and know what is important to you in your personal and professional lives... | I am eternally grateful for my partner in life, my husband, and for our sweet and kind daughter. I am thankful for the clients I get to partner with and problem-solve with, and how I get to be part of their extended work families. I am thankful to all the people in my network; I see each and every day how hard you work and what you are striving for. I'm grateful to my friends and extended family, both near and afar, and the love that they show me every day. I wish each of you a happy Thanksgiving - I hope in this week, of all weeks, you get to pause and reflect and know what is important to you in your personal and professional lives. Be safe and stay positive. |
Author
Kate Harry Shipham is the Principal of KHS People LLC, an executive search firm for BD and marketing people in professional services firms. Kate has done search and recruiting for 14 years and prior to that was an attorney. She loves what she does, and is always open to continuing the discussion: kate@khspeople.com
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