When a lateral hire joins a new firm, aligning with the tone established during the recruitment process is of utmost importance. The new firm must ensure that the lateral hire is equipped for success from the outset. Such success is predicated on transparency, openness, and honesty. To this end, a 12-month marketing and business development plan should be instituted as a guide to integrate the new lateral hires, pairing them with a dedicated business development liaison. The liaison should be on hand to host regular check-in calls and serve as the first line of contact for all client development activities.
An initial call between the lateral hire and their assigned business development liaison should ideally happen before their employment commences, or within the initial two weeks. This meeting should pave the way for a series of integration gatherings during the lateral hire’s first year. The principal purpose of these meetings is to equip the lateral with an understanding of the firm’s services and resources, including those provided by the marketing and business development department. It is at this stage that outstanding questions that may not have been addressed in the recruitment process will be addressed. Similarly, immediate client needs or opportunities, expectations, and the support the lateral hire requires will be discussed.
A comprehensive understanding of the lateral hire’s professional background, client targets, preferred marketing approaches, strengths and weaknesses, and business objectives, should all be possessed by the business development liaison. The liaison also needs to grasp why the lateral hire was brought on board – be it niche expertise, specific client requirements or regional presence. This understanding enables the liaison to identify cross-selling opportunities, introduce the lateral hire to targeted lawyers within the firm and integrate the lateral into existing industry and client teams.
Throughout each meeting, the liaison must probe the lateral hire on their satisfaction levels, sense of recognition, client growth opportunities, bandwidth and utilization, along with any triumphs or frustrations around cross-selling. If the lateral hire raises an issue or perceived obstruction, the liaison should endeavor to comprehend the underlying issue and collaborate with the firm’s leadership in order to rectify it.
However, it is incumbent upon firms not to overpromise and underdeliver when it comes to new hires. If circumstances change, for instance if a projected portfolio fails to materialize, it is vital to keep the liaison informed so they can adjust expectations and course-correct where necessary. Similarly, expectations of new partners concerning relationship-building and client development activities, for example, should be communicated directly.
It is important that new lateral partners don’t fall through the cracks, particularly if they are productive rainmakers or less experienced business developers. Firms must adapt their hiring and integration strategies, particularly in times of major change such as mergers or acquisitions. This will enable the smooth integration of lateral hires in an evolving environment.
The authors of this article are Brian J. Carrozza, director of client development at Goulston & Storrs; Courtney C. Hudson, business development manager at Baker, Donelson, Bearman, Caldwell & Berkowitz; and Megan K. Senese, co-founder and principal at stage, a women-owned business development and legal marketing firm. Read more.