I’ve been a full-time copywriter for law firms for over twenty years. In those years, I’ve seen pretty much everything you can possibly imagine, both good and bad. When bad happens, as it occasionally does, it’s often because a handful of basic principles aren’t observed. I’ve collected and listed them below. These are the basic rules of getting the best work out of me, or any writer you happen to retain.
My goal is to give you exactly what you, and the lawyers you work with, need, as efficiently and smoothly as possible. These rules are how that happens.
1. Let me know, in writing, exactly what you need and when you need it
The first, most basic step, is often overlooked, as incredible as it may seem. For every piece of work you need, tell me in an email or text so there’s no doubt, exactly what you’re looking for, and when (date and time) you need it. In particular, tell me what kind of piece (biography, thought leadership piece, practice group description) you want, and how long you want it, in words. If you don’t know exactly how long, give me a range I can work with.
2. Communicate
This is unbelievably basic, but it’s so often missed. Tell me what’s going on. People get busy, phone calls aren’t made, and thus, what could be a tiny adjustment turns into drama. Tell me if you like a piece, or not, and why. Return phone calls. Respond to emails. This is especially true if you’ve got to tell me something bad, or bad-ish. It’s fine. Accepting criticism is my job – I’m not writing a novel. I work for you, and the more I know what you think, the better I can do that.
3. Remember that this is marketing writing
Unlike, say, a brief or a pleading, nobody has to read marketing writing. Thus, be very careful in your edits to avoid making it boring, pedantic, cliched or full of jargon. Lawyers tend to lard up marketing writing with language that might work or make sense in a pleading, but make marketing copy unreadable. If you try to force the round peg of marketing writing into the square hole of legal writing, you’ll get bad work.
4. Edit only in Microsoft Word, using comments, redlines and preserving changes
I have gotten back edits and comments on work in all kinds of formats, which makes the work take much, much longer and sometimes makes it impossible. For instance, handwritten edits from several people on a printout that has been scanned into a PDF. This introduces much more work, vastly increases the possibility of errors, and wastes a lot of time. Edit drafts in Microsoft Word, please.
5. Maintain version control
One of the most frustrating experiences imaginable is when a project is under deadline pressure, several people are working on it, and the team loses track of which version is the latest. Or which version contains whose edits. Be very strict about keeping track of which version is being worked with, and which is current. This helps sidestep a lot of frustration and confusion.
6. Turn work around reasonably quickly
Busy lawyers will often let work that needs to be reviewed sit for days, or weeks. Don’t do this. When you receive a draft, review it and send it back, so we can keep moving forward. If you’re an in-house marketer, a solution for this is to time-box the response: tell the lawyer that they have, say, three days to make revisions, and if they haven’t responded by then, we assume everything’s fine.
7. Do not group-edit
Sometimes, as in practice group descriptions, a single document will be reviewed, edited and commented upon by several people. This makes revisions really hard, because many of these edits are questionable, and some even contradict each other. It also grinds every bit of energy, creativity and impact out of the work. Have one, or at most, two editors. Don’t have five.
8. Have a project manager
Particularly with bigger or more involved projects, there are a lot of moving parts. Attorneys need to be reminded, versions need to be tracked, and deadlines need to be hit. Have someone on board whose full-time job is to do this. It will allow me to focus on writing, and allow you to ensure that everything is on track – or not.
9. Tell me where the landmines are
Every law firm I’ve ever worked with, has had either assholes or political issues that need to be contended with. If someone is particularly touchy, or old-school, or difficult to work with, let me know in advance. If there are hot political issues currently being dealt with inside the firm, tell me. I can manage almost anyone, and avoid problems if I know what to expect. Tell me.
10. Brief it if you can
Ideally, assignments should come with what’s called a “copy brief”. This is a form that sets out, in a standardized structure, all the information a writer needs to prepare a draft. Along with the due date, the length and the topic, a copy brief also details things like:
- Who the audience is for the piece – age, position, demographics
- The appropriate tone – friendly, businesslike, formal, whatever
- What you want the reader to do, believe or think after reading
- Specific points you want the copy to make.
Each team has a slightly different form of brief, so you may need to develop one. I’d be glad to help.
11. Let me work directly with the attorneys
For a variety of reasons, some legal marketers are hesitant to allow me to work with attorneys, particularly partners, without their involvement. Don’t do this. I’m an attorney myself, so I know how to communicate with them. I’m very careful of their time, I’m prepared, and I can often communicate and learn things you can’t.
This is a bigger deal than you may realize. If there’s something you need to communicate internally or push for, tell me and I’ll do it for you. It’s an ironic fact of legal marketing that something you’ve been saying for months is suddenly listened to when an outsider says the same thing.
Oh, and I’ll make you look good. I want your business, so that’s my job.