CMOs Play Unexpected Roles in Trump v Big Law

So much going on. So little bandwidth. It’s a stressor and a challenge.

This clash is pulling law firm CMOs into new roles – some expected, others uncharted.

Our ongoing surveys with law firm marketing leaders uncover a clear shift in roles and responsibilities. The new roles look like this:

• Leadership Advisors
• Safe Harbor for Partners
• Therapist and Coach
• Confidant

Most of these CMOs are playing multiple roles resulting in total responses exceeding 100%.

Leadership Advisors

59.3% of CMOs are advising leadership on the messaging and strategies. Faced with high-risk and combustion-ready media scrutiny, leaders are asking:

• • • What do clients want to hear from us?
    • How to say it?
    • Should we say anything? Or stay silent?
    • What do we leave off our website? What stays?
    • What stays in attorney bios?
    • What are the trigger words for clients and other onlookers?

These CMOs are in the room and at the table. It’s impact time.

Safe Harbor for Partners

Partners want to talk. And – they want to talk to someone they trust: a safe harbor. 44.1% of CMOs are the safe harbor, offering a judgment-free zone to discuss:

• • • Personal stance on the issues vs. the firm’s position
    • Internal conflicts with colleagues or leadership
    • Concerns about what to say (or not say) to clients
    • Stresses of being caught in a political and legal firestorm

This is mostly passive listening, but it’s essential. Partners unburden themselves, clear their minds, and ultimately trust CMOs more. In turn, CMOs strengthen their influence in the firm.

Safe harbors not only help partners – they build more trusted relationships.

Therapist and Coach

These CMOs actively advise. 30.5% of CMOs report they are:

• • • Coaching partners on how to handle sensitive client conversations
    • Offering guidance on partner-to-partner conflicts
    • Helping navigate internal political tensions

Confidant

This role is a 2-way street. For 26% of marketing leaders, partners share – and CMOs share back. Each is helping the other. This mutual trust:

• • • Strengthens internal relationships
    • Leads to better, more strategic firm decisions
    • Creates long-term partnerships where both sides look out for each other

These dynamic relationships often propel CMO careers to new heights. And – they typically evolve from one of the three roles above.

Making it Work

The most successful CMOs don’t wait to be invited into these roles. They:

• • Proactively listen when partners start sharing concerns
  • Offer thoughtful comments to show they understand the issues
  • Ask questions that encourage discussion
  • Position themselves as trusted advisors

They may ask for comments on their ideas or strategies and actions they have in mind or just start talking.

There is nothing like a crisis to draw CMOs and other business professionals into the mainstream of firm decision-making. Want to dive deeper into shifting decision-making trends? Check out our post from two weeks ago, where we break down how managing partners are adapting.