22 minute read
Nine Tips to Expand the Reach and Networking Power of Your Content
by Stefanie Marrone
It has never been more important to use social media to connect and inform, especially now during COVID-19 distancing. That being said, it’s only worth using social media if you’re going to post content of value to your ideal audience and you understand how the social platforms work.
Here are some tips to expand the reach and power of your content in no time.
1Don’t just hit “publish” without adding introductory text to a post. You should add text that explains what you’re sharing and why, and tag anyone who is mentioned in the post. In addition, use relevant hashtags (more on that later).
2Share your content to multiple LinkedIn groups in addition to posting it in your feed. Since the pandemic, LinkedIn groups have surged as they provide forums to share ideas and content with like-minded individuals. Did you know that you can share content to your groups and reach a wider audience, including individuals to whom you aren’t connected (2nd and 3rd degree connections). I regularly do this myself and it has helped to build my brand. Just make sure the content is helpful, not self-promotional and educational.
3Use appropriate hashtags in your posts to reach your target audience. Hashtags are trending and commonly used search terms on social platforms (a hashtag uses the # sign followed by the term, so for example #socialmedia). Some users follow and search for content using hashtags and their usage is increasing across all social platforms. Incorporating hashtags into your social strategy will enhance your ability to reach prospects, clients, and other interested parties because individuals who are following or searching that hashtag may see your content even if they are not connected to you. I would recommend using 3 to 5 hashtags and doing research on LinkedIn before you post the hashtags. The best way to find the right # is to use the search functionality in the main search bar and type in a term to see how many followers it has. Too many followers will ensure your posts aren’t read, as will using a hashtag with few followers. The suggestions that come up when you type in a post aren’t always the best ones to use because they’re based on the context and not the number of followers a hashtag has. I am against making up your own hashtags because that won’t help your content be discovered.
4Did you know that when you post something to LinkedIn, it doesn’t automatically appear in the feed
of all your connections and followers? LinkedIn decides where your writing will appear. The initial sample it picks is pretty small. LinkedIn waits to see if that small sample interacts with your writing (e.g., by “liking” or “sharing” it) before distributing it to a broader audience. When you post something on social media, ask close friends/colleagues to like or share your content immediately after you post it. This will encourage LinkedIn to distribute your content more broadly. When you receive comments, respond promptly, as LinkedIn measures the immediate impact of a post in deciding whether to circulate it more broadly.
5Post content at the most strategic times, which has historically been during commuting hours on Tuesday, Wednesday, and Thursday. Since COVID-19, I have found that any time is good except after 8pm as business professionals are on LinkedIn seven days a week. Remember to consider time zones when you’re posting content. If you are in NYC and you’re trying to reach a target audience in Silicon Valley or London, you’ll want to take the times into consideration. Don’t worry, you don’t have to stay up all night or get up early, as there are several online tools that enable you to schedule future posts.
6Don’t forget about sending content via email. I find so many businesses are no longer sending emails and are instead relying on social media to distribute their content— and this is a big mistake. There is no better direct way to reach clients and prospects (if your contact list is updated and segmented) than email. Why? Because it puts the content
directly into their inboxes—whereas on LinkedIn they may or may not see it due to whether they are on the platform and LinkedIn’s tricky algorithm. So, if you write a substantive blog post or article, make sure to send it directly to your mailing list so you increase the likelihood that they will see it. Better yet is to send a personalized note along with the copy letting them know you were thinking of them and why they might find the article of interest. Be sure to comply with advertising and professional ethics rules when you email content—if you use an email marketing platform—which you should—you will cover your bases on this.
7Periodically write articles for third-party publications (these have a built-in strong readership already and can help you with credentialing) and then share this content on social media, tagging the publication in your post as well as tagging any co-authors (use the @ sign to tag an entity or a person). This will expand the reach of your content.
8Use a content syndicator. I can’t sing the praises of JD Supra enough in helping me reach a wider audience for my personal content as well as the content of my clients and former employers. Content syndicators help to amplify your content and disseminate it by industry and sector. They are well worth the investment if you want to maximize your content assets. I have seen many individuals and companies acquire clients as well as speaking and writing opportunities and media placements as a result of their content being spotlighted with JD Supra.
9Interact with your connections’ (especially referrals clients and prospects) social posts by liking or sharing them. This will help build relationships and encourage others to return the favor by sharing your content too.
I hope you’ll try out some of these tips. What works for one person may be different than what will work for another, depending on the industry and target audience. Social media success is about consistently posting and refining your strategy based upon what resonates with your audience. Use your analytics and user trends to help guide the way. n
Stefanie Marrone helps law firms effectively tell their stories and find their unique voices. Over the last 18 years, she has worked with some of the most prominent and innovative law firms in the world, developing and executing global revenue generating business development and communications strategies, including media relations, branding, and multichannel content marketing and social media campaigns. She is extremely passionate about using social media for lead generation and brand building. She has a diverse range of experience in both Big Law and mid-size/small-law firms. Connect with her on LinkedIn and follow her latest writing on JD Supra as well as her blog, The Social Media Butterfly.
COVID-19 Marketing,
Budgeting and Planning for Plaintiff Firms
by Stefanie Marrone
COVID-19 has changed how everyone is allocating marketing budgets for 2020. Gone are in-person events, from client entertaining to large-scale networking events. In these turbulent times, discretionary spending is a thing of the past, and every line item is now under scrutiny as firms prepare for an uncertain future.
Some resources offer general budgeting guidance for legal marketers. However, most recommendations are for corporate firms that operate in a B2B environment. Some advice is transferable to plaintiff firms, but much is not. While a corporate firm may act for hundreds of businesses, plaintiff firms may be working for thousands of individuals at one time. The dramatic difference in volume makes it more critical for plaintiff marketers to invest in measurement tools to keep them competitive. Management consulting legend Peter Drucker offers this sage advice: “You can’t improve what you can’t measure.”
As an experienced marketing director with both B2B and B2C professional services experience, I offer some insights into the areas which you should be considering in your budget. Some require financial investment, and others sweat equity, but be sure that you have sufficient in-house or outsourced resources available before you commit. Your firm should also look at allocating non-billable hours to attorneys to enable them to accomplish business development activities. Whether your firm invests money or sweat equity, it must tie into a working Marketing Plan with the ability to track results on demand for your management team. Discipline has never been more critical, as well as the ability to pivot quickly.
Should You Invest in Traditional Mass Media?
The big question. Investing heavily in traditional mass media (broadcast, print, outdoor) is an appealing option for many plaintiff firms. Other firms are doing it, so why shouldn’t we? It doesn’t help the CMO when ad sellers target partners directly with enticing pitches.
Should you also invest? The answer is that it depends. Is this the only way to reach your target audience? Do you have a robust intake system that will be able to sift through all the emails and calls? Are you committed to making this a longterm commitment? Will you still be able to invest in other areas, like digital marketing? Will you be able to track results? Is the file acquisition cost worth the investment?
The adage “don’t put all your eggs in one basket” certainly applies to smaller firms with limited budgets. It is all too common for new firms to use the cheaper options of outdoor media and radio ads to gain name recognition. They may generate several small files, but shoppers with higher-valued cases are not likely to choose a lawyer based solely on a billboard. If your website and Google Reviews don’t back up the ad claims, you shouldn’t be surprised by low conversion numbers.
There is a business case for using traditional mass media selectively when you understand your demographic and goal. Targeting the Elderly through print or broadcast media will be more successful than reaching them online. Personal Injury firms use broadcast ads to quickly generate potential claimants for mass tort and class action cases.
Your Biggest Investment Should Be in Digital Marketing
The significant difference between corporate and plaintiff firms is the emphasis plaintiff firms place on digital marketing. And while corporate firms are slowly acknowledging the benefits of the virtual marketplace, it is the lifeline for most Plaintiff firms. Consumers are now searching for legal services the same way they shop for everything else, online. Again, measurement is a crucial element to ensure all your tools are functioning correctly.
Your Website Should Serve as a Valuable Resource
A Plaintiff Firm’s website is its most critical resource. It needs to be optimized so that it is consumer-friendly and easy to navigate, with prominent Call to Action (CTA) on every page. Your website is an online store where you direct traffic from all campaigns. Create more usable information with fewer sales pitches. Ideally, visitors will bookmark your content as a point of reference and share it with others.
If you haven’t updated your website in a few years, you should assess what needs to be improved, mainly since Google regularly updates its algorithms. Google Analytics is a crucial measurement tool which will help identify areas of improvement and will track results moving forward
Produce More Valuable Content
Producing excellent thought leadership is traditional in all professional services to build trust with potential clients (PCs). It is even more critical for Plaintiff firms as it drives traffic to your website. Content must be written in straightforward language and on topics that interest your audience. Recycle the material: you can easily repurpose a blog article by linking it to a related practice page, sharing on various social media channels, and including it in your regular e-newsletter.
If your attorneys don’t have the capacity, work with a freelance journalist/writer who can research article topics for your lawyer to finalize and author. It saves time and money for everyone involved.
Generate Google Reviews
To the public, you are only as good as your Google reviews. Consumers don’t know many law firms, except perhaps those they may see on TV, billboards, bus shelters and the like. You still need to pass the sniff test. Shoppers look at reviews to evaluate how well you have served others like them. You can and will lose out to another firm because it has more Google Reviews. The PC won’t even bother to click on your website.
While collecting grateful testimonials from satisfied clients for your website is essential, you need to ask those same individuals if they would also write a Google Review. There are software tools you can use to help automate the process for you, reaching out to past clients, other attorneys and professionals who know your firm. Your CRM is invaluable to executing efficiently (mentioned later).
Invest in Search Engine Marketing (SEM)
The greatest strength of SEM is that it is the quickest way to get your firm’s name in front of a PC. That comes at a cost. Depending on your market, the cost per click can be quite considerable, so you need to be strategic in the ad words you choose. Many use it as a shortcut when they don’t have the budget for traditional mass media. The long view is to use it in connection with your SEO strategy.
Work on Your Search Engine Optimization (SE0)
You also need to invest time and some money on your website to improve its authority with Google, making it easier for your PCs to find you in organic searches, giving you a higher rank without having to pay Google for it.
There are online tools that will identify areas you need to fix. Keeping up with Google’s ever-changing algorithms will provide you with a competitive edge. If you don’t have that experience in-house, you should invest in outsourcing that function.
Own Your Social Media
Investments in Social Media require that you understand your PC and where they gather online. Twitter is a ubiquitous tool to disseminate information, and the effective use of hashtags will quickly insert your firm into the conversation. Facebook is an excellent place to reach middle-age moms and LinkedIn for professionals who will be more receptive to retaining estate planning advice. For younger audiences, Instagram can be a great place to build an audience. TikTok is rapidly gaining momentum, and its 1-minute video format will help you get brand recognition and provide just-in-time legal advice.
Regardless of the Social Media channels you choose, you need to be active and consistent to build a loyal audience. Utilize the live streaming tools on those platforms with an abbreviated version of the content you would share in longer webinars.
Effectively Measuring and Managing Relationships through CRM
When COVID-19 hit, all firms were drafting communications to clients, many scrambling to piece together mailing lists. Suddenly attorneys realized just how vital Customer/Client Relationship Management (CRM) is to their firm. You need to be able to segment audiences quickly for communications.
On the practice management side, it is essential to understand where your work is coming from and identify other sources to help fill our pipeline. Selecting a CRM system that ties into both the Practice Management System and List Serve will help produce useful data that you can analyze.
Produce Quality Virtual Content
COVID-19 has practically wiped out all budget line items for in-person events for the foreseeable future. Educational seminars have now moved online, and the webinar is becoming more common among more firms. The most popular webinar tools are Zoom and Go to Meeting, which double as team meeting portals. Production of online events won’t require a great deal of financial investment; it will likely be a matter of investing time with attorneys to build compelling webinars, as well as podcasts that tie back to your marketing plan. The online events are more effective at lead generation since information is collected electronically to add to your CRM.
As a related budget item, you may also wish to invest in an in-house production studio where you can broadcast podcasts, record videos and host webinars.
Don’t Forget Intake Management
Intake is the most crucial part of lead generation, and yet it is often treated as an afterthought. Marketers should think beyond lead generation to help get the PC in front of an attorney who can make the close. Ensure they have the information required to assess the value of a case and equip your attorneys with a DocuSign tool to get clients to sign up quickly.
There needs to be a formalized process to manage inquiries efficiently. You should have Intake staff trained on how to triage contacts and to treat high-level cases. If you mess up this part, you may find yourself losing files to your competitors and damaging your reputation. Realistically you will take on a small percentage of files, so providing an excellent customer experience to those you turn away will have a positive impact on your brand.
There are software and call center solutions to increase efficiency and capture useful data. Choose a system that can feed into your case management system and can also be tied into Google Analytics so you can measure the results of your SEM spend. RAOS (Return on Ad Spend) should be your top priority as well as CPC (Cost Per Client). If you have the raw data, an Excel spreadsheet can do the calculations for you.
Will We Ever Meet Again?
Most law firms have built robust referral networks. A large budget for meals and entertainment was a great way to keep those networks active. You may be too quick to eliminate this line item. Keep some funds available for virtual connections.
Creating memorable experiences still matters, but firms will now have to be more creative in pivoting from face-to-face to screen-to-screen. If online dating has taught us anything, it is that virtual connections can be very potent.
We Will Adapt to the New World of Social Distancing
Social distancing is likely going to be with us for some time. The future may be uncertain, but if we keep our eyes open, we can pick up cues from related industries to help pave the way forward. In the meantime, be armed with measurement tools. You can’t improve what you can’t measure. n
Pamela Foster is an experienced marketing executive with over 30 years of proven project management performance for some of the largest professional services firms, having worked in local and international markets for KPMG, PwC. Pamela also has B2B and B2C experience working with top-ranked corporate and personal injury law firms. Connect with her on LinkedIn.
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by Lisa M. Coyle and Manleen Singh
The value of mentoring in the legal profession cannot be overstated. From a diversity and inclusion perspective, it is critical. But with remote working, diverse attorneys face new challenges that may make mentoring more difficult. Some of the best mentoring relationships occur organically, whether the mentor and mentee connect at a networking event or in the cafeteria. Today, those venues are replaced with Zoom, which opens literal windows into diverse attorneys’ personal lives.
Those windows can shine light directly on attorneys’ diversity marker(s). For mothers, this may mean more interruptions from children. For attorneys of color, it may mean mentors can see items reflecting different cultures or religions, such as Islamic prayer rugs. For women—mothers or not—it may mean not wearing makeup to save time because they generally shoulder more domestic responsibilities (which have increased because of a lack of domestic help such as housekeepers and non-live-in nannies). For LGBTQ+ individuals, this may mean mentors seeing their mentees’ same sex partners in the background. This enhanced visibility may impact mentors in the majority group (i.e., white, straight, male, cis-gender, able-bodied), forcing them to answer this question: are they actually comfortable with their diverse mentees or does this glimpse into their mentees’ personal lives make the mentor feel more distant, impairing their ability to mentor effectively?
Women attorneys today face more demands on their time than before. They typically handle a majority of the housework, despite strides to achieve more balance between genders, and the amount of housework has grown exponentially. With remote working, there is simply more to be done, such as more dishes, laundry, sweeping, etc. And, to honor social distancing, people may not order takeout or have cleaning services come, so there is more cooking and cleaning. The net result? More housework, but no help, on top of practicing law.
This does not even take account of the additional demands placed on mothers without childcare. With schools and daycare centers closed, childcare responsibilities also have increased as parents must now entertain and educate their children full time. And children of different age groups present their own set of challenges. Younger children may not fully understand what is going on but need constant parental supervision and attention for their basic needs. The opposite may be true for older children who need less overt supervision but have more questions and concerns. Women most likely will bear this additional childcare responsibility. But even if parents split time equally between each other to balance paid work, housework, and childcare, there will be a drop in the number of billable hours worked—that is simply basic math.
Thus, women attorneys, especially mothers, are faced with decreased billable hours worked and increased domestic responsibilities, with the latter being more visible thanks to videoconferencing. Would a mentor, such as an older male senior partner attempting to navigate Zoom, be patient with a young associate mother who is interrupted frequently by her three-year old asking for another snack?
Attorneys of color also face unique challenges. They are often invisible to potential mentors, as senior attorneys typically want to mentor those who “look like” them. With most senior attorneys being older white men, their mentees tend to be younger white men. Now, attorneys of color are at an even greater risk of not being mentored. Everyone is more selective when prioritizing their time. The result? Those who could serve as mentors may not make the time to do so. For attorneys of color, if they do not have mentors already, they may be unable to find one.
Hampered mentoring of diverse attorneys can fortify feelings of impostor syndrome, which is the (baseless) fear of being exposed as incompetent, and that one does not belong. Remote working can reinforce such feelings as, per Neha Sampat, impostor syndrome “breeds and feeds on isolation.” Sharing experiences can interrupt impostor syndrome, and mentors are in the perfect position to do just that. But if mentoring is harder to come by, impostor syndrome may strengthen without interruption, which may start a vicious cycle of diverse attorneys questioning themselves, letting that doubt infect their performance, which then validates their beliefs that they are incompetent. It can become a self-fulfilling prophecy.
The good news is that, with a little creativity and attention, virtual mentoring can be just as meaningful as in-person mentoring. Mentors can use videoconferencing to get to know their mentees by creating a space for fun and laughter. For example, a mentor and mentee can share an embarrassing photo of each other and then share the story behind it. Other ideas include a virtual tour of each other's workspaces, game night or a happy hour with spouses and other loved ones (including pets!) invited. On a more serious note, mentors can assemble attorneys dealing with similar stressors, such as dual-career parents with young children. Also, mentors do not have to connect with mentees via Zoom. Other, more informal modes of communication (e.g., text, instant messaging, phone call) may ease some of the awkwardness videoconferencing may entail. Increasing the frequency of contacts, by whatever means, may also help facilitate honest conversations.
Today, mentoring—particularly of diverse attorneys—has become even more challenging. But if careful attention is not paid to mentoring diverse attorneys, especially those with multiple diversity markers, the legal profession may survive the pandemic, but become less diverse in the process. n
Lisa M. Coyle and Manleen Singh are attorneys at Robins Kaplan LLP. Lisa M. Coyle is a Partner with nearly fifteen years of experience representing large and small domestic and international corporations, entrepreneurs and other individuals, financial institutions, and foreign sovereigns in complex commercial litigation and arbitration matters. Manleen is a versatile attorney who represents large and small companies in a variety of sectors, including retail, food and beverage, and manufacturing, on matters involving litigation and business relationships.
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