King Arthur had the royal carpenters construct a round table large enough for all his brethren so that none of the extraordinary knights could sit at the head of the table. This strategy of gathering the finest experts in the field for a discussion of equals still makes great sense today.
We call them roundtable interviews, and they are comprised usually of a partner playing host to between four and seven general counsel, or other cheque signers, for a discussion on a hot topic in a specific industry.
The interview is reported in a legal or industry trade publication and usually receives front page or centrefold coverage, positioning the partner as a leading authority, and making the strategy one of the finest ways to place a story outside of a flattering profile.
Today’s technology also allows the discussion to be broadcast on satellite television directly to lawyers, made available on the Internet, or taped for later use as part of CPD programmes.
Roundtables offer an unusual amount of control for a news interview, including the attorney inviting the guests, picking the topic, drafting the questions and steering the discussion.
But they offer more than extraordinary press coverage for both the law firm and its clients. They also provide a rich opportunity for meeting with clients and prospects. By adding a lunch, dinner, or cocktail after the event, a roundtable is turned into a business development opportunity.
With all of these positive attributes it is a wonder so few law firms engage in the roundtable strategy. This is a guide to how they can.
Partner’s responsibilities
A partner wishing to host a roundtable should count on spending between four and eight hours on the endeavour – more time than a standard news interview, but usually less than writing an article. Partners are responsible for four elements: selecting the topic; identifying guests; drafting questions; and hosting the interview on the day of the roundtable.
Since a roundtable is a half media and half business development opportunity, the guest list should comprise strategically chosen clients and prospects.
Make the list of prospective attendees two to three times the size of the roundtable, as schedule conflicts, including last minute cancellations, will require extending sufficient invitations. Select up to three tentative dates and pick the one that develops the most critical mass.
It is an honour to participate in a roundtable, so care should be given in how the offer is extended. Tempting as it may be for the partner to do the inviting, it is usually better to leave this to the marketing professional because the organisation required will take far more time than a partner should expend.
The partner should draft a memo of approximately two pages, which contains the introduction (which some editors will want to use verbatim) and 10-15 questions. Once the discussion begins, participants will add their own questions or take a topic into an interesting area. If the dialogue is good, let it run the show.
On the day of the roundtable, the entire interview, from photo shoot to closing handshakes, should take two hours – add another 60-90 minutes with a reception. When it comes to the reception component, partners should think of this event as their own conference, with a carefully selected guest list. They need to make the most of it.
