Ah, clients — the lifeblood of any law firm click for source. But let’s have some real talk: a good chunk of attorneys typing “best local attorneys near me” into the web may not have a reliable strategy for drawing in those unicorn clients. Heck, some policies out there even make successful business development feel like climbing Everest without oxygen. Picture this: in many firms, only the big-name founders, some senior partners, and perhaps a few chosen go-getters are the ones bringing rain, while others scurry around, servicing clients someone else snagged. It’s like living next to a bakery and being allergic to bread, folks.

This status quo might seem fine and dandy for a hot minute. But what happens when the top rainmaker decides to jump ship or when a prized client decides to give their bow and escape? Yeah, say goodbye to your stability.

Let’s hop on our time-travel DeLorean back to the COVID-19 economic crisis. Remember how it rocked the boat for law firms everywhere? As the dust settled, many firms were forced to rethink their ways of keeping their talent wheels greased and their pockets jingling.

Encourage Active Participation in Business Growth

Here’s the kicker: countless law firm leaders feel drizzled with frustration because more of their attorneys aren’t actively weaving business growth into their routine. But should we point fingers at them alone? Let’s get honest. How much did law schools teach future lawyers about hustling for business? Zilch. In many firms, incoming lawyers hear just one thing: stick to working on legal cases and leave the rest.

Yet — brace yourself — irrespective of whether you’ve deliberately crafted one or not, your firm does have a business development culture. It’s like a garden that’ll grow weeds, wildflowers, or roses depending on your involvement. An accidental culture club won’t seamlessly shepherd you towards the firm’s ambitions of luring a steady stream of perfect clients or groom the next set of leaders. Who wants to wing it when it’s about their survival, right?

 Invite Everyone to the Strategy Table

Moving on, here’s a radical idea: involve more partners and associates in those golden business development opportunities. It’s like inviting the whole crew to a potluck rather than leaning on the same overburdened chef. Not only does it spread the workload, but it also ensures everyone gets a slice of that money pie. And who knows? Your firm might just harbor a hidden business development genius.

To crank things up a notch, maybe start by reshaping the reward system. Ditch the old, tired structures and integrate inventive incentives that encourage everyone to chip in their bit. You rush towards success faster when everyone’s rowing the boat, not just a select few.

Combat the Syndrome of Hesitation

Let’s address the hesitant lawyer in the corner — you know, the one unsure about plunging into business development with the enthusiasm of a cat near water. It’s essential to cultivate three particular traits in lawyers: curiosity, creativity, and gumption. Encourage them to take some risks and, more importantly, make “failing faster” a less dreaded possibility.

Trainings, support networks, and even hunting seasoned mentors out to instill these skills might just help nudge them out of their comfort bubble. Let them learn to embrace business growth, not as a begrudging task but as integral to career growth.

What’s your firm doing about shaping its business development atmosphere, I hear you ponder? Pop that thought bubble and get cracking today; the silver lining is waiting. Keep it curious.