As featured in Attorney at Work on July 17, 2019

A checklist to use before your search begins. 

Sooner or later, all firms find themselves asking whether they should hire a marketing or business development professional — closely followed by “how” to hire and whom.
In Part 1 of this series, we discussed the five factors that signal your firm and partners are ready to hire someone. Typically, it’s the realization that the firm’s growth has stalled and the current working model actually hinders growth.
Now let’s talk about how to find that professional.

How Do You Identify the Right Person? Three Elements.

Experience has taught me that no single criterion will determine the “right” match, but common patterns often emerge. Over time, I’ve developed a framework based on what I know law firms value. Here are three key elements.

1. Organizational Cultural Fit

It’s always essential to test technical expertise. But organizational and cultural fit is more important. At its core, cultural fit is about ensuring all of your professionals share the values your firm and leadership have established. Put simply, it’s “the way things get done around here.” For some firms, that means hiring entrepreneurial professionals in an environment that encourages creativity and risk-taking. For some, it means hiring professionals who thrive on competition in a driven and hierarchical environment. Each firm is different, so each hire will be different.
Cultural fit is hard to incorporate into a formal interview. To properly consider whether the values of the candidate match those of your firm, create situations where the candidate is more relaxed and make sure the person conducting the interview is armed with the right questions.
People choose to stay at firms because of the cultural fit and the right leadership at the top. Technical knowledge is simpler to identify, and gaps are more quickly resolved through training.

2. Seniority

How senior and involved in the business will this professional be? There are four levels for the professional you’ll consider hiring.

1. Junior administrative support employee. This person will provide basic marketing duties and will not contribute to strategy; they do what you tell them. It’s tempting to begin a department here, as it’s an affordable, seemingly risk-free approach. But if you spend all your time directing someone what to do, getting a task done may take up as much of your time as theirs.
2. Mid-level professional. This person takes direction but also executes independently. A good person performing at this level will also contribute to strategy but will need leadership from, typically, a managing partner or marketing partner.
3. More senior visionary. They are proactive and strategy-focused and will set the tone of the marketing or BD function. They will be telling the partnership how the function should evolve at their firm and will be instrumental in crafting this function.
4. Change agent. This is a seasoned professional who will help facilitate an internal shift to elevate or change the marketing or BD function. This is a harder task that often happens when the marketing function may have been established incorrectly and some serious course-correcting and perception-shifting is warranted. This person is very much a peer to the partners and respected for their understanding of firm dynamics and the expertise they bring to the table.

A common mistake is to hope your first hire can somehow miraculously span all four roles. Know what seniority is right for your firm now. This will naturally change over time as the function is more established.

3. Recruiting Strategy

You may not realize it, but your recruiting strategy affects your firm’s reputation and how the industry responds when you’re searching. Think about how long it should take to run a search, who should be involved in the process, and how people will engage with the candidates along the journey.
Marketing and business development professionals do have the reputation of typically changing jobs frequently. Senior marketing and BD folks will seek out roles with more authority, empowerment and strategy. For mid-level professionals, what’s important to them when they move relates more to the culture, firm leadership and a firm’s tendency to promote from within, as well as title advancement. For juniors, it’s typically all about promotion and work-life integration.
Against this backdrop, we’re experiencing extreme competition in the legal profession and a 50-year-low unemployment rate. Handling your first search well and hiring correctly will help you avoid headaches and preserve your reputation as a well-run and progressive firm.
Specialist knowledge, professionalism, transparency, proactiveness, deadline-driven; these things are, in my experience, critical to a successful search. Failed searches have at least one and often most of these elements missing from a sound recruiting strategy.

Hiring Checklist

It is a challenge to make the decision to hire and then find the right marketing or BD professional for your firm. Before you hire, consider this checklist:

• Do you know what you’re looking for in your right candidate?
• Do you have a consensus within your firm?
• What are the geography-specific salary ranges and comparative bonus percentages? (And, are they in line with comparative market intelligence?)
• Are you aware of new laws impacting a hire, such as new laws relating to the salary history discussions?
• Have you defined, and gained agreement on, your recruiting strategy?
• Do you have the knowledge, experience and capacity to execute your recruiting strategy?

If you can answer these questions confidently, you are well positioned for a great search and a successful first hire.
And remember, this is a defining, exciting and precedent-setting time for your firm. Getting it right is far more important than quickly checking it off your list.
​

As featured in Attorney at Work on June 27, 2019

The marketing and business development function in law firms is an established, credible business service. Unless a firm acquires a marketing department as part of a merger, these departments are built — carefully and thoughtfully — over time. But many smaller firms operate without one until someone realizes the firm’s growth is curtailed because fee-earners are the ones doing all the heavy lifting. Sooner or later, all firms — even solo practices — find themselves asking “when” they know the time has come to hire a marketing or BD professional, closely followed by “how” do I hire and whom.

This is the first in a two-part piece addressing these questions.

Signs Its the Right Time to Hire

If you are answering “yes” to one or more of these five factors, then it’s likely time to embark on hiring your first marketing or BD professional:

• Your firm’s market position or pipeline has shifted negatively, and you’re not sure how to reverse that trend.
• You have senior or named partners who have been key to generating revenue and who are leaving the firm in the coming years. Their successors do not have the same “rainmaker” abilities.
• You have lawyers and partners who are showing an appetite or aptitude for acting on their own individual BD goals but don’t have coaching and support to make them successful.
• You have key lawyers and partners who are frequently talking about a website overhaul or a brand refresh but do not have the expertise or time to advance the projects.
• You have non-marketing professionals, such as a paralegal or office manager, maintaining some marketing or BD activities, but no marketing or BD leader setting the strategy.

Common Missteps

Having identified the need to build a marketing or BD function, it’s important to avoid some common missteps in implementing that plan:

1. Confusing marketing and business development

Many firm leaders do not understand the difference between marketing and BD. Many firms also define these functions very differently. Know where you need the most assistance and name it according to your specific needs and firm. For example, heavy-hitting BD activities include:

• Developing individual and practice group strategic plans aimed to increase revenue
• Developing customized pitch and proposal work (including coaching partners on pitch preparation)
• Conducting analysis of various markets and competition

On the other hand, duties typically associated with the marketing function include:

• Brand enhancement
• Materials that support that brand
• Website messaging and content

2. Asking for too little or too much experience

Understand the level of seniority you need for this position and overall function. Do partners need to be guided and coached on this function (which indicates a more senior strategist) or do they need help in executing on their already identified goals (which suggests a mid-level professional)?

3. Writing and unrealistic job description

When writing the job description, think about how you want to prioritize responsibilities. A common failing is writing the entire marketing or BD function in one job description, rather than one well-considered role that meets immediate needs, from which you can grow.

4. Lack of strategy

Think about your recruiting strategy. Do you know enough about the role to identify the right candidates? What are the most important qualifications? Prior experience? Technical expertise? Cultural fit?

You Can't Know What You Don't Know

The danger lies in attempting to build a marketing or BD team despite a lack of experience with the field. Avoid missteps by seeking advice from those experienced with defining and recruiting the right marketing and BD team for a firm like yours. At the same time, ask peers to share what they’ve learned in building out their departments.

I add this for your consideration: Marketing and BD professionals provide a different way to grow the firm, both through existing and new streams of revenue. They are not restricted by a finite number of billable hours. They are professionals focused on building relationships who will supplement your lawyers and who have the liberty of taking a long-term view of the firm to achieve — and hopefully, exceed — its strategic goals.
​
Armed with the knowledge that the timing is right to hire a marketing or BD professional, how do you go about looking for the right candidates? Stay tuned for part two.

(Last reviewed and updated on August 7, 2019)

If you’re a hiring manager in a firm, what does that mean for you with the numerous cities and states that are now impacted by the new salary history bans?
 
Below I set out the three key things you must do as a hiring manager to ensure compliance with the new laws. But first, know which new geographies have been recently added to the list: Kansas City, Washington state, Colorado and Maine.
 
Here is a list of the affected geographies for firms: 

2017:

• Oregon - October 6, 2017
• New York City - October 31, 2017
• Delaware - December 14, 2017
• Albany County (NY) - December 17, 2017

2018:

• California - January 1, 2018
• Massachusetts - July 1, 2018
• Vermont - July 1, 2018
• Westchester County (NY) - July 9, 2018

​2019:

• Connecticut - January 1, 2019
• Hawaii - January 1, 2019
• Suffolk County (NY) - June 30, 2019
• Washington – July 28, 2019
• Alabama – September 1, 2019
• Maine – September 17, 2019
• Chicago – September 29, 2019
• Kansas City – October 31, 2019

2020:

• New Jersey – January 1, 2020
• New York – January 6, 2020
• Cincinnati – estimated to be March 10, 2020
• Toledo – June 25, 2020

2021:

• Colorado – January 1, 2021

 
An important note: the following geographies currently only affect city or state employers. So, not firms. However, precedent would suggest that best practices should be followed as if it did impact your firm; over time similar bans could also be enacted which will impact more than just city or state employees:

2017:

• City of New Orleans LA - January 25, 2017
• City of Pittsburgh PA - January 30, 2017

​2018:

• City of Salt Lake City UT – March 1, 2018
• City of Louisville KY - May 17, 2018
• State of Pennsylvania - September 4, 2018

​2019:

• ​City of Atlanta GA – February 18, 2019
• State of North Carolina – April 2, 2019
• State of South Carolina – May 23, 2019
• City of Jackson MS – June 13, 2019
• Montgomery County (Maryland) – August 14, 2019

 
As a hiring manager, here’s what you need to do:

1. Update Internal policies or practices to inform interviewers they must not ask questions relating to salary. These updates then need to be shared with the greater hiring team so each internal hiring manager is educated on the new laws. Also consider whether these best practices should be shared with the partnership, as final interviews are mostly conducted by partners, who may want to discuss salary.
2. Ensure any automated processes that screen based on salary are removed.
3. Know your geography and what applies. For example:​ (a) Do you have an office where there are special provisions which impact what to do if a candidate volunteers their salary information? New York City says you still can’t use this information to formulate an offer. Kansas City disagrees with this and says you can; (b) If a candidate asks for the salary range when being interviewed, do you have to provide that range? California says you do have to provide that information; (c) Are you in a geography that is not currently impacted, but is likely to be? Based on recent developments, Cincinnati and Philadelphia will likely be included in these bans in the not too distant future, so best to establish best practices early to be prudent.

 
Your firm leadership should be standing on the right side of this issue. Your clients and prospective employees will care. Get on the front foot to establish yourself as an employer who is actively addressing these issues.
 

(NOTE: This article is not to be taken as legal advice. The author is not a practicing attorney, nor does the author purport to be. For any legal question or issue related to these topics in your state or city, you should seek advice from a practicing attorney.)

“I hire for cultural fit. It’s the most important thing to me. How do I test for that?”

Every one of my clients talks about the importance of organizational cultural fit when they add new BD and marketing professionals into their teams. It is one of the first things they tell me when we talk about a potential hire.

Consideration for an organizational cultural fit is one of the hardest pieces to be successful on when hiring a BD or marketing professional; or, in fact, any professional. What exactly is cultural fit and how do you successfully hire a professional who is culturally aligned to your firm?

Cultural fit is hard to define. At its core, it’s about ensuring all of your professionals share the same beliefs and values that your firm and leadership have established; put simply, it’s “the way things get done around here”. In some firms, it means hiring entrepreneurial professionals in an environment that encourages creativity and risk-taking. In some firms, it means hiring professionals who thrive on competition in a driven and hierarchical environment. In some firms, it means hiring professionals with a more formal and conservative style in a firm where convention and tradition is key. Importantly, each firm is different, so each hire will be different.

Before we address “what” to ask, the “how” is key. Adjusting how you interview (see my previous blog on this topic) and really doing away with an overly formal process allows you and your candidate the opportunity to speak, listen and share. People are unique individuals who have points of view, stories to tell, a particular type of sense of humor, and different perspectives to relate on work and life. Getting into these things allows you to really see what a person is like. The technical questions need to be asked, of course. But then cultural questions - like these below - help you consider whether you are culturally aligned:

• What career moment did you learn from that you would pass on to a more junior employee?
• If you had an extra day in the work week, what innovative topic would you explore?
• What would your close colleagues share about your approach?
• In your ideal team who do you need above, beside and below you to perform at your best?
• What’s your reaction to the saying, “Do first, ask for forgiveness later”?

These types of questions tell you information about what is important to that professional, and why it’s important to them. They also touch on their journey and their upcoming goals and – dare I say – dreams. You will then have a much clearer picture about your professional and whether your values are aligned. 

“I’m a solo marketer at a small firm and I’m hungry for the ‘big law’ experience. What do I need to be aware of with this career move?”

I love working with solo marketing and BD professionals who come from smaller firms. Why? They are typically resourceful, relationship-minded and client-centric professionals. They have also had to be solutions-focused in an environment with minimal marketing and BD leadership, and with little to no resources under and around them.

But I find some of the small firm solo marketing professionals in my network feel that they may not have what it takes to go up against their bigger firm peers. And yet, many big law firms seek out skills unique to smaller firm candidates.

There are certainly pros and cons to working in both small and large firms. As an eternal optimist, I focus on the pros, but I am aware of the cons. After this, my best advice to the solo marketers seeking a bigger firm is to leverage the things that make you different to your competition (not the things that make you the same). Firms like different. They embrace that perspective and seek it out. And, if you are a great cultural fit for them, then it often does not matter what size of firm you are coming from.

As a person who spent her early years in smaller firms before also getting hungry to work in the bigger firms, consider this as you contemplate your ‘big law’ move:

• As the solo marketer, you will have likely either set, or helped to set, the strategic direction of the marketing and BD effort at your firm. Think about all the consensus building you had to do for that. Use this example when interviewing to show your input and influence.
• Think about what resources you have had to use to help you do your role. For example, some of the administrative professionals, or outside vendors, or firm consultants. You will have helped to manage those people. You can talk about your skills in delegating and managing on a shoestring budget to get results.
• Consider which partners you have worked with. (Likely all of them.) From named equity partners to executive committee partners to junior partners. Each has a different focus and a different set of BD goals. Working within all of this shows you can flex your style and capability and then execute for different causes. 

​

As you all know, professional services marketers and BD’s love to share and learn. In that spirit, I’ll be continuously updating this post with common challenges and solutions that I hear from my network. Check back each month for new ideas.

 “I lead the marketing team in my firm and I struggle to keep my senior BDs challenged.”

Proactively managing team members is a hard nut to crack. Not only does your management style has to change and resonate with each individual team member, you have to do this on top of your day to day technical remit. Here’s two tactics to help ensure your senior BDs are engaged and challenged:

(1) Add to their duties a responsibility around client relationship management. Specifically, empower them to have their own relationships with the firm’s clients as a means to enhance the client experience overall. Some senior BDs and their firms then feel comfortable introducing revenue targets around new business that is brought in as a result of these relationships. Apt senior BDs ready for this challenge love the client facing role and responsibilities and feel like they are contributing to the firm at a much higher level.

(2) Give them their own team or people to manage. Odds are you have too much on your plate already, so let the tier below you take some of that burden. Managing people requires a different skill and leadership capability that your senior BDs can learn from you and sharpen as they get more comfortable. 
 
 “We’re hiring a BD professional, but the candidates we’re seeing don’t have enough ‘true BD’ experience.”

The words “business development” mean something different in each firm, and sometimes even to different people in the same firm. There are also numerous ways BD is practiced and executed. For example, the preparation of proposal documents versus responsibilities around bringing new clients into the firm. Often, the gap between the candidates and hiring manager expectations is related to different definitions of the catch-all term “BD”. As a hiring manager, you need to specifically spell out what the role entails to attract the type of BD-focused professional you’re seeking. Consider these two tips:

(1) In the job description, explain the proportion of time that will be spent on each task and get specific about this apportionment. Additionally, try to define what you mean by BD. This tells the professional applying to your role exactly where the time will be spent, and that it will – in your case – be spent on true BD initiatives and projects. True BD professionals will be drawn to a role that shows it has true BD.

(2) Look at the potential of the BD professional in addition to what they have done. What I mean by this is just because a candidate hasn’t done something you were expecting, doesn’t mean that they can’t do it. Consider what happens if you hire a candidate who can do your role perfectly, where is the challenge in that role for them? Similarly, do you have the capacity in that role to expand it and grow it to accompany the candidate’s learning curve? 

“I’m a solo marketer at a small firm and I’m hungry for the ‘big law’ experience. What do I need to be aware of with this career move?”

I love working with solo marketing and BD professionals who come from smaller firms. Why? They are typically resourceful, relationship-minded and client centric professionals. They have also had to be solutions-focused in an environment within minimal marketing and BD leadership, and with little to no resources under and around them.

But I find some of the small firm solo marketing professionals in my network feel that they may not have what it takes to go up against their bigger firm peers. And yet, many big law firms seek out skills unique to smaller firm candidates.

There are certainly pros and cons to working in both small and large firms. As an eternal optimist, I focus on the pros, but I am aware of the cons. After this, my best advice to the solo marketers seeking a bigger firm is to leverage the things that make you different to your competition (not the things that make you the same). Firms like different. They embrace that perspective and seek it out. And, if you are a great cultural fit for them, then it often does not matter what size of firm you are coming from.

As a person who spent her early years in smaller firms before also getting hungry to work in the bigger firms, consider this as you contemplate your ‘big law’ move:

• As the solo marketer, you will have likely either set, or helped to set, the strategic direction of the marketing and BD effort at your firm. Think about all the consensus building you had to do for that. Use this example when interviewing to show your input and influence.
• Think about what resources you have had to use to help you do your role. For example, some of the administrative professionals, or outside vendors, or firm consultants. You will have managed those people. You can talk about your skills in delegating and managing on a shoestring budget to get results.
• Consider which partners you have worked with. (Likely all of them.) From named equity partners to executive committee partners to junior partners. Each has a different focus and a different set of BD goals. Working within all of this shows you can flex your style and capability and then execute for different causes. 

​

Firms share with me each day what is happening inside their marketing and business development teams. The conversations have changed subtly over the last couple of months in particular. They are noticeably less about the technical aspects. Firms are looking for professionals who can achieve results inside of a partnership model with other valuable skills. Below I share four common themes that are emerging and are fast becoming key influencing factors to firms as they grow their business development and marketing teams further in 2019:

• A client centric approach. In the past, business developers have been hidden behind the scenes. They focused on helping their partners talk to clients about the partners’ subject matter expertise, trying to find areas that resonate. Now, business developers are heavily ingrained in the efforts of the clients of the firm and are leading client growth efforts with targeted, subject-matter driven questions and strategies to help clients problem solve their business needs. This means active listening to the firms’ clients to create a tailored dialogue. For senior business developers, this includes them having their own relationships with the firms’ clients to bring in new revenue streams.

• From order taker to innovator. Partners have shifted their mindset from what they want and expect from their business developers. For the most part, they are recognizing the specific and different expertise of their business developers and are asking them to contribute this expertise to their client growth strategies and challenges. This is different to the days where business developers were hoping to simply convince partners that they had to do BD. Partners of firms now see the value of business advisors and generating fresh ideas from client interactions (see above), to proactively issue-spot and problem solve. BDs aren’t reacting to partner-driven leads, they are instigating opportunities.

• Overcoming obstacles and achieving outcomes. Having marketers and business developers who don’t get caught up in politics or red tape, and who can quickly and easily find ways to get the important priorities achieved, are – quite simply – irreplaceable in firms right now. Let’s face it, sometimes partnerships can be challenging environments. Similarly, finding a way to cut through the busyness (a problem common to everyone) is critical to achieving outcomes. Put simply, there’s value in people who “get things done”.

• A cultural fit. The right type of BD professional who matches your team and your firms’ work ethic, value system and personalities are still right at the top of the list for firms when they hire. I’ve seen time and time again where firms will hire the professional who is a better cultural fit. If the cultural fit is right, everything else can be taught and learned. A cultural fit stays for the long term, whereas an ‘on paper’ fit will typically move after one to two years.

Why? Firms who hire based on the above typically experience a better and longer-term fit. Similarly, candidates who bring these elements into a role are quickly and effortlessly integrated, and soon become higher performers.
​

Happy new year one and all!

Like many, I find the new year is an ideal time to do some reflecting and reassess your professional – and personal – life and milestones.

For me, 2018 was an immensely satisfying year professionally as my business KHS People took off. I had the privilege to work with some wonderful and insightful clients and market leaders. And, my network never ceases to amaze me. Every candidate I work with allows me the opportunity to continue to learn and grow. And for that, I thank you.

Secondly – and on a more personal note - in 2018 my husband and I welcomed our healthy, happy and beautiful baby girl. She is a true joy to be around and inspires us each day. As with every new parent, figuring out a healthy balance with work and home life is a challenge. But it’s a challenge we are pursuing and are up for.

For those of you who know me well, you know that I’m an eternal optimist. And in that spirit, I’ve developed a short check list to help you kick start your new year.

Take yourself out for a coffee, read these bullets, and think and reflect. Similarly, I’m happy to discuss any of these with you over a coffee or a call.

Professional services marketing checklist for January 2019:     
        

• What did you learn in 2018 and how are you going to leverage that in 2019? If you’re not learning you’re unlikely to be growing and developing. Marketers must be constantly growing.
• Does the size and composition of your team adequately match the level and type of work that is being produced? Think about your team and who is doing what work and why.
• What skills gaps do you have that you want to dedicate some time to this year? Be honest with yourself and address what you need to. Its not a failing, it’s simply a development point.
• Is the vision of your team being fulfilled? Now is a great time to re-evaluate leadership’s vision and put that into action. Remind your team of that vision and where they are headed.
• Update your resume. This is for both internal and external use. You never know when you will need it, and you don’t want to forget all the good things you’ve achieved and accomplished.
• What professional relationships need nurturing? What team members or partners do you need to work a bit harder – or differently - with? Put in the time to work on these relationships.
• What projects allowed you to be successful last year? Figure out a way to continue to seek out those types of projects to keep showcasing your expertise. 
• What personal activities make you happy? Ensure you incorporate them into your busy work weeks. Both professional and personal projects and goals are equally as important to each other.

Make 2019 a different year. Strive for something you didn’t think possible. Set those goals and take all the satisfaction in the world when you achieve them. And remember to have fun. May 2019 be a truly fulfilling year for you, your teams, your firms, and your families.

Have you ever written a marketing or business development job description (JD)? If you are a hiring manager for business development and marketing roles, then the answer to this question should indeed be ‘yes’.

Now ask yourself: Is your JD an effective marketing tool? One that communicates with impact and is on-brand? If not, it’s a missed opportunity. I outline some do’s and don’ts to help you answer ‘yes’ again.

Don’ts:

• Putting everything into the JD. Seems intuitive, but in fact it sends a message to the reader of the JD that you don’t know or understand what the priorities of the role are. Additionally, it can send the message that the team is not well staffed or structured so everyone in the marketing and BD team does everything.
• Churning out the previous JD. Chances are the role description will be similar to its previous version (assuming it’s not a new role), but it won’t be exactly the same. Responsibilities and team members change constantly. Ensure to revise and update the JD each time you’re recruiting for the role. This refresh will help both you and the candidate you’re trying to attract.
• Being too specific on the qualifications for the role. If you list a certain amount of years or a specific degree that this person has to have, then unless that is set in stone, list these criteria as being flexible. For example, I’ve seen very good and capable candidates be turned off a role because they don’t have the “JD preferred” or they have 9 years’ experience rather than the “must have 10+ years experience”. Many candidates do take these requirements literally.
• Sending an unbranded or word JD. The JD is another marketing opportunity for your role. Take a moment to brand it with your logo, font, colors and style. And always PDF this document. It should only take 15 minutes. And it sharpens the document and elevates it to a new level.

Do’s:

• List the priorities of the role. List the top 3-5 priorities of the role over the first 12 months, and no more. This piece tells the reader you know exactly what the role will be doing. And the candidate’s expectations are managed. If you don’t yet know this information, challenge yourself: are you truly ready to recruit for the role?
• Include information about the greater team. Most organizational charts are confidential documents, and I’m not advocating you reveal them in a publicly available JD. But do provide some context around the role. This can include where it sits in the team, who it reports to, and who it will have reporting into it. Geographical locations of team members are also helpful to people, particularly if you’re recruiting in a satellite office.
• Virtual collaboration and travel. Most marketing and BD teams are geographically dispersed across numerous offices. Include some brief information on how the team collaborates and discusses projects given these geographical challenges. I get asked this question by just about every candidate I work with currently. It is a reality and candidates simply want to know how this works in your team – especially for sole managers in a satellite office. It might be as simple as saying how frequently the team catches up virtually or in person (or both).

Some bold ideas:

• State the salary range. Some will disagree with me on this point. But I’m a firm believer in being transparent on the salary range. You know the range, so state it. In this tight market and with the change in salary history laws continuing to come into play across the US, this piece will affect hiring managers more and more. It saves you a lot of time wasting at the end if everyone is not on the same page. Additionally, it makes you think and ‘rank’ your candidates according to where they fall within that range, which you should be doing as a matter of course in any event.
• Write with personality. Yes, JDs are formal documents. But that doesn’t mean they have to be boring, or ignore your team’s culture. This is a chance to recruit a new colleague, so capture who will enjoy working with your team for the long term, and market it accordingly.

I personally love writing and collaborating with clients on JDs. They are an opportunity to frame and shape a role that will have a lasting impact in your team. They make you think critically about your needs, the team structure, and how best to deploy your team. Take the time to get them right, and they will pay dividends down the road.

Updated 9.19.19

You will have likely seen the recent news that the unemployment rate in the US is at record lows. The current unemployment rate is 3.7%. To give you some quick context, five years ago at this time, it was 7.3%. Post-financial crisis it was almost at 10%.

Regardless of your view on whether these low unemployment rates are a positive or a negative on the economy, this tight market certainly affects our pocket of the world. It is much harder for firms to find enough quality BD and marketing professionals.

Below I share some insights for both firms and candidates on how to deal with recruiting good quality BD and marketing professionals in this tight market. Both perspectives are equally important, and different insights apply whether you’re recruiting or being recruited.

For firms:

• Waiting for people to notice your role? Some market conditions allow firms the luxury of being passive when they are adding to their BD and marketing teams. If there are more great candidates than open roles, typically a passive approach still means you can miss a large percentage of candidates but still be successful. That is not true now. My best advice to you given the current tight market is to find a way to proactively and purposefully go out into the market and recruit the right person for you.
• Move quickly and purposefully. Executing efficiently is even more necessary in a tight market as other firms typically have the same hiring needs as you. Waiting too long to secure the best candidates will likely see you missing out on good people. Consider these tips: plan out the interview meeting process and don’t let it run over 2-3 weeks from start to finish, don’t involve people who are too busy to quickly and meaningfully participate, and, know which of your interviewers have upcoming time away from the office (and plan accordingly).
• Manage your candidate. Frequent and purposeful communication with your best candidates will keep you constantly tapped into their timeline and what else they are dealing with (read: other pursuits or offers they have). You want to be fully informed and ready to move quickly when you need to. Ideally, you want a relationship with your best candidates. Frequent check-ins and updates are a great way to achieve this status with them. Remember that other firms have these practices and candidates are influenced by this.
• Be good to those who already work for you. Are you at risk of losing your top BD and marketing professionals? Think about which BD and marketing professionals in your current team are likely to be approached in this tight market. Do you have a good read on who is fulfilled, challenged and, ultimately, happy? Are you looking after your top performers? If its been a while since you talked about these issues, now is the time to address these questions with your team. They are likely being approached by other firms and you should be nurturing them and letting them know their value in your team and your firm.

For candidates:

• Know how to handle a recruiter call. You’ll likely have to deal with recruiters calling you. And it helps to know a few quick, effective and professional ways to handle these calls. Like any professional reach out, a quick response goes a long way. Whether that response is to express your interest, or to let the person know you are happy and not looking for a career move at that time, people appreciate your engagement. And, if you feel you’re being unnecessarily bugged, simply say “Thank you, I appreciate the call, I’m not looking to consider a move for at least two years, so please note that going forward”. You can control the level and amount of interaction if you wish to.
• Leverage the situation, but beware. As a BD and marketing candidate, you know your immense value in this market, and you know you are currently highly sought after. Most savvy people leverage this situation, particularly when it comes to salary negotiations. But be careful here. Firms have competitive ranges they work with, and they know when someone is over-priced. Firms do get turned off (and remember) when you set the salary bar too high.
• Ask the right questions in interview meetings. In these market conditions, it’s easy to be flattered. If you are entertaining a role that a recruiter or firm has reached out to you about, ask the right questions. You need to know if the opportunity is right for you and the right next career move; versus entertaining the role because it is easier to be flattered in this market. Consider these questions: find out more about the senior leadership at the top of the marketing and BD team, find out about the cultural aspects of the team, the likelihood (and prior history of) internal promotions, people management responsibilities, and a thorough breakdown of the technical components to ensure you are both on the same page.
• Don’t move just because its easy to. One of the first things I ask a candidate when they’re looking to move is: why? Keep in mind that you have invested so much in your current role and firm, and the first thing you should be looking to do is to seek out internal promotion opportunities if they exist. Now, if those internal opportunities don’t exist, it’s a different conversation. But, moving just because the market might be friendlier to you, in my experience, doesn’t get you where you’re going any faster.

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Summing up     
 
Whether you are recruiting, or being recruited, there are different factors to take into account in this tight market. Deploying a few easy and quick methods to adapt to this market is key. And, importantly, if you as a firm or a candidate need help with these factors in this market, your search professional knows how to handle these issues on your behalf to still generate a successful search or career discussion.