[Gina Eliadis is Content Manager at Baker, Donelson, Bearman Caldwell & Berkowitz, PC. This article originally appeared in the Legal Marketing Assocation Mid-Atlantic Region's Feb 2017 newsletter.] 

If you have not been through a law firm merger yourself, chances are that someone in your legal marketing circle has. According to Law360, there were 85 US law firm mergers in 2016, just slightly fewer than the 91 combinations tracked in 2015.

Mergers are undertaken for the mutual benefit of both firms, with the expectation of achieving a positive gain – expansion of service capabilities, increase in revenue, growth in market presence, etc.

As much as your firm stands to gain from such a deal, it can be challenging for attorneys and staff to remain focused on the positive outcomes. There are many cultural and operational changes to be considered. A firm undergoing a merger must reevaluate its identity and brand, consider new ways of approaching client service, and adapt to new processes and platforms.

Remember that everyone in the firm is navigating change...

The transition period – from the time the merger is announced to the time the firms are fully combined – can be stressful for all. Here are some tips for marketers on leading your department and supporting your attorneys throughout the transition.

1. Listen to everything, and talk to everyone.

Arm yourself with as much information about the merger as possible so that you understand the combined firm’s position in the marketplace, are able to properly support your lawyers, and can effectively coordinate merger-related activities with your colleagues.

Connect with your marketing and business development counterparts at the firm you’ll be joining as soon as possible. Much of the public relations and branding work that accompanies a merger begins in the months leading up to the official merger date. Coordinate with your new colleagues to be sure that your external messaging is consistent, and that your combined brand is ready to be unveiled by the time the merger is official.

2. Build relationships early.

Get to know the attorneys and staff at the joining firm. These will be your new colleagues, after all, and you want to establish good working relationships. They are also a valuable source of institutional knowledge about the joining firm. You can learn a great deal from them about everything from the firm’s culture to its approach to client service.

3. Communicate clearly and often.

The internal announcement of a merger kicks off a whirlwind of activity. As everyone swings into action to gather information, and plan and implement changes, there is enormous potential for confusion. Corroborate information with multiple sources and be sure all stakeholders are aware of next steps before proceeding with action items or issuing communications.

Taking initiative on non-marketing projects can be positive in the context of day-to-day operations. In the context of preparing for a merger, however, it can be a liability...

4. Avoid owning projects that fall outside of your department.

As marketers, we tend to field requests and take on tasks off all kinds, even if they’re sometimes outside of our jurisdiction. Taking initiative on non-marketing projects can be positive in the context of day-to-day operations. In the context of preparing for a merger, however, it can be a liability. With so many transition-related activities underway, it’s impossible for you to know every detail and decision being weighed by other administrative departments. Recognize those instances in which your colleagues are better equipped to manage those tasks.

5. Above all, be patient.

Remember that everyone in the firm is navigating change. Everyone is under pressure to understand and implement new ideas, processes, and platforms touching every aspect of firm culture and operations -- all while managing varying degrees of anxiety and uncertainty.

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