I believe the most challenging aspect of the job of most legal CMOs is fostering and instigating a proactive mindset in an industry that has historically been reactive in nature – and, by the way, enjoyed enormous growth in the process. In this environment there has been some sense that opportunism and professionalism are at odds with each other. In an environment based largely on precedent, change agents have an interesting challenge. And, as is so often the case, this challenge is at the heart of what makes our work exciting. We are working with extremely successful women and men to chart what is often completely new territory. This makes for exciting days.
2) How do you measure success?
Three things are central to evaluation and measurement:
a) On the continuum of Reactive-to-Proactive, are we increasingly investing more resources in efforts that are nearer the proactive end?
b) Are we engaged in increasingly productive working relationships with individual lawyers, and team/practice leaders in a way that facilitates and supports strategic business development efforts?
c) What is the rate of incremental revenue growth in the areas where we have strategic influence / input (measured over 18 – 24 months)?