Business development has changed considerably over the years. Lawyers have LinkedIn, sophisticated CRM systems, AI-powered research tools and more ways than ever to connect with clients and prospects. But some of the most important principles of building a successful practice have remained the same. The relationships you develop, the trust you establish and the way you treat people continue to influence whether someone chooses to work with you, refers business to you or stays connected over the course of your career.
I recently came across a list from Mo Bunnell (who you should be following on LinkedIn!) about nine things that will never change about business development. His observations reminded me of many of the conversations I have with lawyers who are trying to become more intentional about growing their practices. They often worry about what to say when reaching out, how frequently to follow up, whether they’re asking for business too directly or how to turn a promising conversation into an actual opportunity. These are all legitimate concerns, but developing business becomes much more manageable when you establish a few consistent habits and focus on building relationships over time.
Here are nine principles that I encourage lawyers to incorporate into their business development efforts, along with practical ways to apply them.
Link to 1. Approach Business Development With a Genuine Interest in Helping People 1. Approach Business Development With a Genuine Interest in Helping People
Think about how you interact with a friend who asks for advice. You listen, ask questions, try to understand their situation and offer assistance where you can. The same approach works when you’re speaking with clients, prospects and referral sources. A productive business development conversation begins with learning about the other person’s business, priorities and challenges so you can identify where your experience or network might be useful.
For example, an M&A lawyer speaking with a business owner who is considering selling a company could begin by asking about the owner’s objectives, anticipated timeline and concerns about the process. The conversation may lead to an engagement, but it could also reveal that the owner needs an introduction to an investment banker, accountant or other adviser. Being helpful in that moment creates a foundation for a relationship that can develop over time.
Make a habit of identifying people in your network who might benefit from your knowledge or connections. Before reaching out, spend a few minutes thinking about what’s happening in their businesses and whether there’s something relevant you could share.
Link to 2. Be Comfortable Acknowledging What You Don’t Know 2. Be Comfortable Acknowledging What You Don’t Know
Lawyers are accustomed to being the people with the answers, which can make it uncomfortable to acknowledge when a question requires additional research or falls outside their expertise. Clients, however, benefit from lawyers who exercise sound judgment and recognize when another perspective is needed. A candid response followed by thoughtful action can strengthen confidence in your advice.
If a client asks about an issue outside your practice, explain that you want to provide accurate information and offer to consult a colleague with the relevant experience. You might say, “That’s a good question. Let me speak with my colleague who focuses on this area and get back to you.” Then make sure you follow through promptly. This also creates an opportunity to introduce another lawyer and demonstrate the broader capabilities available to the client.
Spend time learning about your colleagues’ practices so you understand when their expertise might be helpful. These relationships can make you a more effective adviser while creating opportunities for collaboration.
Link to 3. Build Trust Through Consistent Actions 3. Build Trust Through Consistent Actions
Trust develops through repeated interactions and the experience people have when working with you. Clients and referral sources notice whether you return calls, meet deadlines, communicate clearly and follow through on commitments. These behaviors influence how comfortable someone feels recommending you or involving you in an important matter.
The same principle applies to smaller business development interactions. If you tell someone at a conference that you’ll send an article, make an introduction or arrange a follow-up conversation, put it on your calendar and complete it. An unfulfilled promise may seem minor, but repeated lapses can undermine a relationship before it has an opportunity to develop.
Review your recent conversations and identify anything you committed to doing. Completing those follow-ups is a practical way to strengthen existing relationships and demonstrate that people can depend on you.
Link to 4. Be Generous With Your Relationships and Knowledge 4. Be Generous With Your Relationships and Knowledge
One of the most valuable things you can offer someone is access to the people and information that could help them accomplish their goals. A client may need an accountant, a former colleague may be exploring a new position or a referral source may want to meet someone in a particular industry. When you can facilitate a relevant introduction, you strengthen your relationships with the people involved.
Generosity can also take the form of sharing useful information, recommending a colleague or inviting someone to an event where they could make valuable connections. These activities demonstrate that you’re paying attention to what matters to the people in your network.
Introductions work best when they’re thoughtful. Before connecting two people, understand why the relationship might be useful and confirm that both parties are interested. A well-considered introduction is more valuable than connecting people without a clear reason.
Link to 5. Use Your Existing Network to Develop New Relationships 5. Use Your Existing Network to Develop New Relationships
Many lawyers spend considerable time identifying prospective clients without fully examining the relationships they already have. Before approaching someone you want to meet, review your LinkedIn connections, alumni network, professional associations and colleagues. You may discover that a person you know has an established relationship with your prospective client.
For example, if you want to meet the general counsel of a particular company, you might find that a former colleague knows them well. You could reach out, explain why you’d welcome an introduction and ask whether they would feel comfortable making one. Providing context helps your contact understand the purpose of the introduction and determine whether it would be appropriate.
Build this research into your prospecting process. Create a list of companies and individuals you want to develop relationships with, identify potential mutual connections and prioritize introductions where there’s a meaningful reason for the two of you to meet.
Link to 6. Take Excellent Care of Your Referral Sources 6. Take Excellent Care of Your Referral Sources
When someone refers a client to you, they’re placing their professional reputation behind the recommendation. The experience that person has with you can affect their relationship with the referral source, which makes responsiveness, communication and quality of service particularly important.
Thank the person who made the introduction, respond promptly to the prospective client and provide appropriate follow-up while respecting confidentiality and applicable professional obligations. Make an effort to maintain the referral relationship after the immediate opportunity has passed, including when the referral doesn’t result in an engagement.
I also encourage lawyers to develop relationships with professionals who serve similar clients but offer complementary services. Accountants, consultants, investment bankers, financial advisers and lawyers in other practice areas can become important referral sources when they understand your experience and the types of matters you handle. Learn about their businesses, identify opportunities to help them and maintain regular contact throughout the year.
Link to 7. Learn From Opportunities That Don’t Result in New Business 7. Learn From Opportunities That Don’t Result in New Business
Every lawyer who actively develops business will encounter prospective clients who choose another firm, postpone a project or decide that the timing isn’t right. These situations can be disappointing, particularly when you’ve invested considerable time preparing a pitch or developing a relationship. They can also provide useful information about your approach and the prospect’s needs.
After an unsuccessful pitch or declined opportunity, reflect on what happened. Did you understand the client’s priorities? Was your proposed approach aligned with their expectations? Did the client have an existing relationship with another firm? When appropriate, ask for feedback and use what you learn to improve future conversations.
There may also be a reason to maintain the relationship. A company that doesn’t engage you for one matter could need your assistance with another issue or refer you to someone else. Respond professionally, thank the prospect for the opportunity and determine whether future contact would be welcome. Keeping a record of these conversations will help you follow up appropriately when circumstances change.
Link to 8. Invest in Relationships That Continue Beyond Individual Matters 8. Invest in Relationships That Continue Beyond Individual Matters
Lawyers often devote significant attention to developing a client relationship and then reduce their communication once the transaction closes, litigation concludes or project ends. This can result in missed opportunities to maintain a connection with someone who already knows your work and has experience working with you.
Develop a plan for staying in touch after a matter concludes. An appropriate check-in, relevant industry update or invitation to an event can help maintain the relationship. Continue learning about the client’s business and consider whether developments such as an acquisition, leadership change or geographic expansion may create new legal needs.
It’s also important to maintain relationships with individual clients when they change organizations. A general counsel who moves to another company or a business executive who assumes a new role may remain an important professional contact for many years. Keep your contact information current, congratulate people on career developments and make time to reconnect as their responsibilities evolve.
Link to 9. Respect the Client’s Decision-Making Process 9. Respect the Client’s Decision-Making Process
Following up is an essential part of business development, but prospective clients need time to evaluate their options, establish priorities and determine whether they’re ready to engage counsel. Repeatedly asking whether they’ve made a decision can make the interaction uncomfortable, particularly when their circumstances haven’t changed.
A more effective approach is to understand their timeline and agree on an appropriate next step. If someone indicates that a project may move forward in several months, ask whether it would be helpful to reconnect closer to that time. In the meantime, share relevant information when there’s a genuine reason to do so, such as a regulatory development, industry trend or business announcement that relates to your previous conversation.
Use your CRM, calendar or another tracking system to record the discussion and schedule follow-up. This allows you to maintain contact consistently while respecting the prospect’s preferences and avoiding unnecessary outreach.
Link to Making These Principles Part of Your Business Development Routine Making These Principles Part of Your Business Development Routine
Understanding these principles is useful, but the real benefit comes from incorporating them into your everyday activities. Start by reviewing your professional network and identifying five people you haven’t spoken with recently. Research what’s happening in their businesses and develop a meaningful reason to reconnect. Look for an introduction you could make, a referral source you could thank and a former client who might appreciate hearing from you.
Set aside time each week for relationship development, even when client work is demanding. Keep track of the conversations you have, the commitments you make and the next steps you agree on. Over time, you’ll develop a clearer picture of which relationships need attention and where opportunities may be developing.
Technology can support these efforts by making it easier to research companies, organize contacts, monitor relevant developments and manage follow-up. But the quality of your relationships will continue to depend on how you communicate, the value you provide and whether people feel comfortable placing their trust in you.
Mo Bunnell’s nine principles offer a useful framework for approaching business development with greater intention. Choose two or three areas where you can improve your current habits, commit to specific actions over the next month and review your progress. Consistent attention to relationships, thoughtful follow-up and a genuine interest in helping others can create meaningful opportunities to grow your practice over the course of your career.
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