Cultivating a Strong Firm Culture Through Growth-Oriented Conversations

Posted by

Cheyenne Cupp

Posted on

Mar 3, 2025

In our work as consultants supporting legal marketing and business development professionals, we often see a direct correlation between leadership communication and firm culture. In the fast-paced world of Big Law, where expectations are high and pressure is constant, the way leaders recognize and address performance gaps can either strengthen or erode team morale.

When framed with care, conversations about growth opportunities can be a powerful tool for cultivating a positive and productive work environment. As advisors, we emphasize the importance of intentional, constructive communication—not just to improve individual performance, but to build and maintain a strong, healthy firm culture.

The Role of Leadership in Shaping Culture

A firm’s culture is not built solely on policies or mission statements—it is shaped by daily interactions, feedback loops, and leadership’s ability to guide individuals toward success. A culture where team members feel supported in their professional growth fosters engagement, collaboration, and ultimately, better outcomes for the firm.

Recognizing performance gaps is a necessary part of leadership, but it is how those gaps are communicated that determines whether they become stumbling blocks or stepping stones. When business development and marketing leaders frame feedback with warmth and a forward-thinking mindset, they create an environment where professionals feel valued and motivated to improve.

Shifting the Perspective: Gaps as Opportunities

Many firms struggle with turnover in marketing and business development roles, often because professionals feel underutilized or unsupported in their growth. One of the most effective ways to counteract this is by shifting the perspective on performance gaps. Instead of viewing them as deficiencies, they can often be seen as areas of opportunity.

For example, if a marketing manager is struggling to generate engagement from attorneys, rather than saying, “You’re not connecting with the partners enough,” a more constructive approach would be: “I see a great opportunity for you to deepen your relationships with some key partners. Let’s explore ways to position yourself as a go-to resource for them.”

This subtle but critical shift in language makes the conversation about possibility rather than failure, reinforcing a culture of continuous learning rather than fear of judgment.

Communication as a Leadership Tool

In our consulting work, we often advise firms on the importance of communication in shaping culture. A leader’s tone, approach, and timing all play a role in how feedback is received.

Warmth and good intentions are not just soft skills—they are strategic tools that foster trust and long-term commitment. If team members feel that their leaders genuinely want to help them succeed, they are far more likely to engage with feedback, take initiative, and contribute meaningfully to the firm’s growth.

Embedding Growth into Firm Culture

Creating a culture where growth is expected and supported requires more than just occasional performance reviews. It should be an ongoing conversation, reinforced by leadership at every level.

A simple but effective framework we recommend to firms is the Recognize-Engage-Support cycle:

Recognize: Identify an area for growth and acknowledge the individual’s strengths.
Engage: Have a conversation that frames the gap as an opportunity and offers solutions.
Support: Provide resources, mentorship, or guidance to help the individual succeed.

For instance, if a business development professional needs to refine their strategic planning skills, this framework might look like:

Recognize: “Your ability to execute initiatives is strong, and I’d love to see you take on a more strategic role in planning.”
Engage: “Let’s work together on mapping out a BD strategy for the next quarter.”
Support: “I’ll introduce you to a mentor who can share best practices in strategic BD leadership.”

This approach not only helps individuals improve but reinforces a culture where growth is part of the firm’s DNA.

A Culture That Attracts and Retains Top Talent

At the end of the day, firm culture is what attracts and retains top legal marketing and business development talent. Professionals want to work in environments where they feel challenged, supported, and valued. A leadership approach that prioritizes clear, constructive communication about growth fosters this kind of culture and strengthens the firm as a whole.

At KHS People, we believe that leadership is not just about driving results—it’s about shaping an environment where people can do their best work. When we help firms cultivate a culture that embraces growth, we see teams that are more engaged, more collaborative, and ultimately more successful.