Connecting the Dots - Karen Clarkson on staying curious and creative

Our Head of Community & Communications, Karen Clarkson shares why collaboration, curiosity, and client-first mindset are becoming the foundations of successful legal marketing in this interview originally published in Modern Law.

Q:     You've spent many years working in legal marketing within law firms before joining LawNet. How has your perspective on marketing in the legal sector changed over that time?

My very first job after university 20 years ago was in a law firm, and I felt an instant connection with the legal sector. At that point, marketing was often viewed as promoting the firm rather than influencing how it developed, measured by activity instead of commercial impact.

Increasingly, and positively, firms recognise that marketing can bring valuable insight to strategic discussions, shaping the future direction of the business, not purely promoting legal services.

Q:     Having worked both within law firms and now across a wider legal network, what do you see as the biggest marketing opportunities and challenges facing firms today?

Working across a network of law firms has given me a much broader perspective on the challenges firms are facing. The conversations are wider than marketing, covering attracting and retaining talented people, embracing technology, improving profitability, strengthening client relationships and adapting to changing client expectations.

One of the biggest differences I've noticed since joining LawNet is how similar those conversations are across firms. Whether a firm has a turnover of £2 million or £30 million, many are grappling with the same strategic challenges. The priorities may differ slightly, but the themes are remarkably consistent, and marketing has an increasingly important role in helping firms respond to them.

AI is naturally one of the biggest opportunities and challenges, both in marketing teams and the wider firm. It has enormous potential to improve efficiency, productivity and innovation, but firms also need to balance that with governance, risk, client expectations and ensuring technology supports, rather than replaces, the expertise and judgement clients value.

Q:     Marketing has evolved from a support function into a strategic business driver. How do you see that shift playing out across the legal sector, and where do some firms still have ground to make up?

Marketing naturally sits across the whole business, and that wider perspective means marketers are often well placed to spot connections, identify opportunities and bring different teams together around a common objective. Marketing is only one piece of the puzzle, but it has the power to bring everything together for the bigger picture.

I've been fortunate to work in firms where marketing has been viewed strategically, and I've seen first-hand the difference that makes. Over recent years, many of my marketing peers across the industry are being promoted to directors or non-legal partners; positions that were rare when I initially joined the sector.

This isn’t the case in all firms though; where I think some firms still have ground to make up is recognising marketing as a commercial function rather than a support service. The greatest value comes when marketers are sitting alongside senior management and contributing to decisions around growth, client experience, recruitment, and innovation. It’s not only marketing that should be in this position; integration between marketing, BD, finance, technology, HR and operations is where firms have the highest chance to succeed.

Q:     Law firms are under increasing pressure to differentiate themselves. What do you believe makes a strong legal brand in today's market, and how can firms communicate what genuinely makes them different?

It can be difficult to stand out in the legal market when you’re delivering similar services, clients are looking for the same qualities from a law firm, and you’re delivering a service opposed to a product. AI has lowered the barriers to creating content, but it has not made it easier to differentiate and, more importantly, be distinctive. At the same time, clients are becoming more selective about who they instruct. When you bring those two trends together, there has never been a more important time to create an individual voice for your firm.

A strong legal brand starts with clarity and is led by its values. Firms need to understand who they are, what they stand for and the experience they want clients and colleagues to have. Those values should influence every part of the business, from recruitment and leadership to client service and communication.

I was speaking to one Marketing Manager recently who told me, "Every time we recruit, they just fit." That immediately suggested they had a clear understanding of their culture. They knew what they were looking for beyond technical ability, and that values-driven approach naturally strengthened their brand whilst signalling the cultural fit for new recruits.

Once you have those values, consistency and buy-in across a firm is key. I've seen a growing recognition that brand delivery is no longer owned solely by the marketing department. Every interaction a client has with a firm shapes their perception. Every colleague contributes to the client experience, and therefore every colleague contributes to the brand.

Q:     Social media, thought leadership, events and content marketing have all become increasingly important. Which approaches are proving most effective, and where do you see firms achieving the greatest success?

All of these avenues contribute towards telling the story of a firm; we are moving away from simply explaining what the law is. The firms that stand out are helping clients understand what the law means for them and sharing real experiences. They are also clear about who they want to reach and focus their efforts there, rather than trying to be everywhere.

Developing personal brands alongside a firm's brand and encouraging people across the firm to become thought leaders in their field has become increasingly important, whether that is through social media or events. Firms are investing more time in building genuine relationships through communities as they can demonstrate expertise, build trust and make the legal profession feel more accessible.

One shift I have seen recently is more firms investing in dedicated business development professionals. Historically, BD often sat within the marketing function. Now, many firms recognise that BD needs a dedicated resource with the relevant experience to create and lead the strategy, with everyone involved.

The firms achieving the greatest success are rarely working in isolation. They are curious about what others are doing and willing to share their own experiences. That's why peer learning has become so valuable. Through our Marketing and Business Development Group, firms openly share what's working and what they're learning, helping others adapt more quickly.

Q:     Client expectations continue to evolve. How should firms be adapting their marketing and business development strategies to meet those changing expectations?

One driver towards this shift is that people no longer compare their experience with one law firm against another; they compare it with every organisation they interact with. They expect clear communication, quick responses, transparency, and a service that feels straightforward and personal. This is the base level now and firms need to be delivering more than this.

The approach we are seeing across our network isn’t purely about adapting marketing and BD strategies, it’s about adapting the firm strategy; approaching every decision in a client-centric manner.

This is something we foster through our LawNet Excellence Mark programme. It encourages firms to look beyond individual client interactions and embed client-centric thinking throughout the business, using client feedback and continuous improvement to shape strategy and strengthen culture, ultimately enhancing the overall client experience.

To enable legal teams to focus on delivering an experience not purely based on excellent legal advice, we are seeing more firms creating specific new business and onboarding teams. This ensures every new client has the same experience that is specific to that firm’s communication style and brand.

Marketers can drive the investment in client listening, gathering feedback and training their colleagues in delivery of first-class legal service, as exceptional client experience is everyone's responsibility. Marketing may also generate the initial enquiry, but long-term success depends on the experience that follows. Ultimately, firms that put the client at the centre of every decision will be the ones that build stronger relationships, generate more referrals and create long-term loyalty.

Q:     Looking ahead, what trends do you believe will have the biggest impact on legal marketing over the next five years, and what should firms be doing now to prepare?

The legal industry will look very different in five years' time. AI will continue to reshape how legal services are delivered, new business models will emerge, and clients will continue to expect more. Marketing plays a pivotal role in helping firms communicate the value they bring as the profession evolves.

As AI becomes more widely adopted, I think we'll see greater emphasis on how firms communicate their value. Marketing can shape that message, helping clients understand that what they are investing in is expertise, judgement and commercial insight behind the advice, not simply the time it takes to produce the work.

Digital marketing will also continue to evolve. Firms can no longer focus solely on where they rank on Google. Their online visibility is increasingly shaped by reviews, industry publications, social media, podcasts and trusted third-party sources, meaning their digital presence extends far beyond their own website.

One of the most encouraging developments I have seen through LawNet is firms introducing marketing and business development much earlier in a lawyer's career, giving future lawyers a better understanding of how a law firm operates, client expectations, working collaboratively, and how to communicate value. That kind of commercial awareness will become increasingly valuable as the profession continues to evolve.

We are also seeing more investment in business development training for lawyers at every stage of their career, helping them build confidence in developing relationships and growing their practice. Supporting that development through the practical training, development programmes and shared learning we deliver for members, is an area where we've seen firms make real progress.

The firms that will thrive over the next five years will be those that embrace technology without losing sight of the people and culture that make then distinctive.

Q:     Finally, if you could offer one piece of advice to firms looking to strengthen their marketing and brand, what would it be?

Spend more time listening than talking.

The firms that continue to improve are the ones that stay curious. They listen to their clients, ask their people for ideas, learn from other firms and are willing to challenge the way they have always done things. Marketers are often at the centre of those conversations, bringing together insight from across the business and turning it into meaningful action.

If your marketing lead is regularly hearing from clients, reviewing feedback, analysing data, working with recruiters, supporting partners, is present in your local communities, and speaking to prospective clients, why would you not want that perspective contributing to your strategy?

The legal sector is changing quickly, and the firms that continue listening, learning and adapting will always be in a stronger position than those that assume they already have all the answers.

This article first appeared in Modern Law, issue 83.