Paulette Yanow is the chief marketing officer at SmithAmundsen, a 145-lawyer firm headquartered in Chicago. After earning her J.D. from DePaul University School of Law, Paulette practiced law at Sidley Austin. She left the legal industry to be a stay-at-home mom then transitioned back to the workforce in marketing roles. In 2006, Paulette joined Shefsky & Froelich, a midsized Chicago firm, as its director of marketing. She later held positions as director of client development at Goldberg Kohn Ltd. and then director of business development & marketing at the Chicago office Baker & McKenzie before joining SmithAmundsen last October.
Like a lot of people in the industry, a career in legal marketing sort of came to you rather than the reverse. Can you tell us a little about how you got into the field?
In late 2005, completely by accident, I reconnected socially with Donna Shaft. She was leading Shefsky’s search for a director of marketing. Donna literally had to explain to me what legal marketing was. It seemed like a good fit, and I was open to leaving my position as director of institutional advancement at an independent school. Seven years later, I’m still here.
What are some of the things you learned or did in your non-legal positions that have most helped you in your legal marketing career?
In previous roles, I learned how to prioritize, multitask and, most importantly, effectively delegate. Delegating only works when you have an excellent team working with you. I have been, and continue to be, lucky enough to work with some of the most talented legal marketers in our industry.
Beyond being a [stated preference] for legal marketing positions you have held, can you speak about how your J.D. and legal experience have helped you in working with lawyers in your legal marketing and business development roles?
As a peer, lawyers recognize that I have a unique understanding of the challenges they face in developing clients, both new and existing, and in fitting business development activities into their busy schedules. I work with my team to provide them with the tools and resources to make business development as “easy” as possible for them.
You manage attorney business development programs at SmithAmundsen. What are the subjects you focus the most amount of attention on in those programs?
Business development training programs must meet lawyers where they are in their careers, so we focus on a number of different things. New associates must first become great lawyers and begin to build and develop their network of contacts. As they progress in their careers, for example, we work with them to identify opportunities for leadership roles in professional or civic organizations where they can partner with clients and potential clients and to leverage networking opportunities. As they develop their own clients, we work with them to provide the tools to be better client relationship managers.
As the leader of a four-person department, you necessarily have to wear a lot of hats. How do you prioritize?
I work with the Executive Committee to set our business development priorities and goals for the year. Our team implements the programs to meet these goals while also handling routine marketing requests. As legal marketers know, we always have many balls in the air. All team members must be excellent project managers who collaborate well.
What’s your favorite part of your job?
Building, managing and mentoring my teams. It is very gratifying when the lawyers we support, and our team, see the results of our efforts in improved client relationships and successful business development.
What’s most challenging?
I am most challenged when I, and the firm leadership, know what programs or initiatives will positively impact business development (i.e., grow revenue), but the lawyers are just not ready for it yet. Timing is everything both in life and in legal marketing.
You’re active in the theatre, both as a performer and behind the scenes. What have you taken from your experience in the theatre that translates to legal marketing?
Putting up a successful show requires teamwork and collaboration among the cast and crew. Successful business development requires teamwork and collaboration among the lawyers and business development professionals. When we are in the trenches together, we can accomplish great things and derive great satisfaction from the process.
Aside from theatre, what do you do for fun?
My fiancé and I are having a great time learning to dance both Salsa and West Coast Swing. We go dancing most Saturdays and Sundays.