In the early stages of my coaching process with lawyers, I delve deeply into their business development (BD) activities, honing in on the specific individuals they are targeting and attempting to build a relationship with. It’s a common scenario that, despite persistently focusing on the same names, they see minimal returns on their time and financial investments (e.g. lunches, dinners etc.). This often leads to an insightful discussion about the reasons behind their choice of specific individuals. The reasoning usually varies, ranging from comfort and familiarity with the BD target—making the process less stressful and easier—to reciprocating for past favors or entertainment.
I have seen situations where lawyers have regularly spent money on the same individuals in respect of monthly lunches or dinners, hockey or baseball tickets, and other activities for years, yet they haven’t received any work from these prospects. I ask, why would they keep these prospects on their shortlist for BD efforts?
In my coaching, I emphasize the crucial importance of continually expanding their network and routinely categorizing and rotating their targeted contacts. Maintaining a concise and up-to-date list can be incredibly beneficial in this regard. I’m not referring to a complex CRM system but simply a one-page list. For the lawyer, it provides a quick snapshot of the current status, including ideas and dates for follow-up. This disciplined approach, rather than a haphazard one, helps avoid the pitfalls of becoming a BD Stalker.
Additionally, I remind the lawyers I coach that in BD, striking the right balance between persistence and overzealousness is essential. While follow-up calls and emails are necessary for maintaining contact and showing interest, excessive frequency can be counterproductive. It can backfire, becoming a major turnoff. Overbearing communication can make you appear desperate rather than professional, potentially tarnishing your brand.
It’s important to remember that once you’ve established a connection and completed the initial follow-up, possibly including a lunch or dinner, your prospects know how to reach you if they want to advance the relationship. Giving them some space to consider you shows respect for their time. A thoughtful, well-timed follow-up strategy demonstrates professionalism and confidence, increasing the likelihood of positive future engagement. Furthermore, it’s important to recognize that sometimes, despite your best efforts, a prospect may not respond for reasons beyond your control. They might not be interested in your services or simply didn’t like you. There could also be underlying issues such as gender discrimination, ageism, or the perception that you weren’t “cool” enough to fit into their environment. As a lawyer, your time for BD is limited, so don’t dwell on or waste time over this. In such cases, it’s essential to ask yourself whether you truly want them as a client in the first place. Investing your valuable time in chasing uninterested prospects is unlikely to yield positive results.
Being perceived as a BD Stalker can also severely damage your professional reputation. I recall an incident from years ago when a lawyer mentioned a competitor of mine who was excessively pushy. As a result, the lawyer and their firm refused to work with that individual and even cautioned other lawyers in the firm about them. This anecdote underscores the importance of maintaining a respectful and measured approach with BD.
From time to time, it’s a good idea to seek feedback from colleagues and your coach to gauge whether your approach is seen as professional and respectful. Adjust your strategies based on this feedback to maintain a positive reputation.
If you are a lawyer aiming to strategically enhance your business development, I’m available to help. Let’s arrange a complimentary discussion to explore how coaching might aid your progress and address any queries you might have. Please reach out to me at larry.stroud@korverge.com to schedule a time.
I do ‘Business Development’ coaching. Not life coaching. Not career coaching. The coaching is specifically tailored to business development in the legal profession. My focus is on helping lawyers build and retain client relationships, as well as winning new clients.
I have been a partner at two international firms and have dedicated the past 20 years to coaching individual lawyers in business development.
My clients range from lawyers in national and international law firms to those in regional, small office, and specialized boutique firms, as well as solo practitioners. Based in Toronto, I work with clients throughout Canada, having also worked in several other countries. I’m typically engaged either by individual lawyers or firms on a retainer basis to provide ongoing coaching for their lawyers at various stages of their careers, and in certain cases, to lead targeted workshops.