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.
The sheer volume
Eight 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 - provided
Given 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.
To 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.
Where 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.
The 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.
We 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: email@example.com
Data by title & firm size
FIGURE 1: CMO & Director
FIGURE 2: Managers
FIGURE 3: Pre-Manager
Data by title only
FIGURE 4: Title only
Specific city data
Your specific city
FIGURE 5: Additional qualifications
FIGURE 6: Gender
FIGURE 7: Race
What else do you need?
This data would not have been possible without you
We thank the 405 respondents who provided their data to make this survey relevant and rich.
We appreciate 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.
Many marketers are looking for a new professional home. Similarly, many firms are expanding their teams, or replacing roles due to pandemic attrition. With so many resumes out there, what makes a resume stand out, and what do hiring managers appreciate?
There are 4 key things that make a resume stand out from it's peers:
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.)
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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 10 years and prior to that was an attorney. She loves what she does, and is always open to continuing the discussion: firstname.lastname@example.org
How To Hire
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Tight Labor Market
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