BY JODI SOKOLOWSKI
Buffalo Law Journal

Ever since a court case permitted advertising in the legal arena 30 years ago, the practice of law has become more of a business, prompting law firms to hire public-relations and marketing staff. Now, they're taking the next step by adding professional-development directors to the team.

"Professional-development directors really look at lawyers as individuals to determine what their skill sets and needs are and develop individual curriculums to make better all-around lawyers," said Sally Schmidt, president of Schmidt Marketing in Minnesota.

Who they are

Professional-development professionals are the "eyes and ears" for lawyers, who are generally occupied on billable hours and client services. They are behind-the-scenes supporters who coach lawyers on their practice areas, coordinate mentoring relationships, inform them of new developments in the law and gather requested resources.

"The vast majority of attorneys received an education on the intricacies of law but never received an education on (professional) development. It's the only way to grow as an attorney," said Jeannine Weber Kahabka, Hurwitz & Fine PC's marketing and public-relations director. "If (lawyers) whisper in my ear that they have a particular interest, I keep it in the forefront of my mind and inform them of everything I see on that topic."

Audrey Seeley, a senior associate at the Buffalo firm, is hoping to follow in the footsteps of partner Dan Kohane, who is a worldwide expert in insurance defense. Seeley turns to Weber Kahabka when she's looking for specific materials or seminars to speak at.

"Jeannine is an invaluable resource for me when creating proposals for prospective new clients, making contacts to be signed up as a speaker and bringing things to my attention if it's off my radar screen," she said. "It's just one less thing I have to worry about in the day and focus more on servicing my clients."

While professional-development directors can be public-relations and/or marketing professionals, some larger firms are hiring lawyers in a dedicated position, and even creating departments, to specifically focus on advancing their attorneys' careers.

"Attorney growth, in my view, is best discharged by someone who understands the nuances of the profession," said Sandra Langs, a former litigator and employment-law attorney who also guided lawyers at her previous firms.

Newly hired as Phillips Lytle LLP's human-resources and professional-development director, she's already hit the ground running by individually meeting with more than 50 associates to assess their skills and address their weaknesses. One of her duties is to determine what practice area an associate is most interested in and will excel at, as well as pushing them to explore others.

"Every attorney can benefit by learning about practice areas outside their sweet spot," Langs said. "So the next time they're in a conversation where a concept is mentioned, they have greater expertise."

In addition to engaging associates in practical training, professional-development staff will suggest networking events and volunteering opportunities.

At a recent informal luncheon with about 25 associates Langs coordinated to brainstorm community involvement, for example, associate Jennifer Dougherty suggested forming a painting team for Brush Up Buffalo, a neighborhood-revitalization effort happening June 14.

"When a firm emphasizes work-life balance and civic duty, you're dealing with a happier, more satisfied lawyer," she said.

Happiness yields productivity

Firms are investing in developing their employees' skills and supporting their goals so that employees can cheerfully deliver what's expected of them in a superior way.

"When (the place) they work cares and is committed to their personal and professional development, people feel good about where they work and what they're doing," said Meghan McDonnell, Jaeckle Fleischmann & Mugel LLP's marketing and business-development director.

The investment in hiring someone who coaches and assists attorneys in their career goals trickles down to benefiting their clients.

"We support associates so they can grow to be the strongest possible professional. I'm here to draw out their strengths and provide access to resources, training and support to help them service their clients better," Langs said.

That systematic approach keeps everyone's best interests in mind, from the support staff to the attorneys to the clients.

"Clearly, the more skilled and proficient (lawyers) become, they become better lawyers, and it benefits the most important person in this triangle - and that's the client," said Jaeckle Managing Partner Edward Piwowarczyk.

"Good firms have been doing this all along," McDonnell said. "It's just been happening in an informal basis within the day-to-day operations of a law firm."

At midsized Buffalo firm Cohen & Lombardo PC, senior partners meet routinely with associates to encourage their interests and maintain mentoring relationships.

"We tap the experiences of our senior lawyers to help develop the interests of younger lawyers," said Managing Partner Rocco Lucente II.