...if you work in a law firm and don’t understand how to bring in business, you’re leaving your future in someone else’s hands.
Most lawyers didn't go to law school to become salespeople. They went to learn how to solve legal problems, advocate in court, or help businesses navigate regulations. But here’s the hard truth: if you work in a law firm and don’t understand how to bring in business, you’re leaving your future in someone else’s hands.
In today’s legal market, being great at your practice area isn’t enough. The days when firms could rely on one or two superstar rainmakers to generate all the work for everyone else are over. Clients are more informed, more selective, and have more options than ever. They’re not looking for the firm with the most marble in the lobby—they’re looking for professionals they trust, who show up, follow through, and speak their language. And they’re not waiting around. If you don’t know how to reach them, someone else will.
Jordan Furlong, in his book “Law is a Buyer’s Market,” explains this shift clearly: 'Buyers finally have choices.' In plain terms, that means your clients don’t have to stick with your firm just because they’ve used you before. They want value. They want relationships. They want more than just good legal work—they want lawyers who understand their business, anticipate their needs, and communicate in a way that makes sense.
Good business development is a mix of listening, educating, connecting, and following up.
Many attorneys think business development means schmoozing at events or begging for referrals. That’s a mistake. Good business development is a mix of listening, educating, connecting, and following up. It’s not about turning into someone you’re not. It’s about getting better at showing your value in different ways and making it easier for the people who need you to find you—and hire you.
Steve Fretzin’s book “Be That Lawyer” is packed with lessons from lawyers who’ve built strong practices without compromising their integrity or personality. These lawyers didn’t rely on one silver bullet. They used multiple tools. They gave talks. They wrote articles. They stayed in touch. They learned how to ask questions, talk about fees with confidence, and build trust over time. The lesson is simple: if you want to grow your book of business, you need to be good at more than one thing.
David Ackert, a coach to many top law firm partners, says the same in his book “The Short List” - focus your time on the people who matter most—those who are most likely to become your clients or refer you to others. But don’t stop there. Find different ways to bring them value: send a helpful article, introduce them to someone useful, or invite them to a relevant event. These aren’t sales tricks. They’re habits of attorneys who’ve made client relationships a real part of their professional lives.
...if you want to grow your book of business, you need to be good at more than one thing.
Here’s the other thing: you don’t have to be perfect. You don’t need to become a TED speaker or a LinkedIn influencer overnight. But you do need to improve. Bit by bit. Pick one new skill each quarter and work on it. Maybe it’s getting better at following up with people you meet. Maybe it’s learning how to talk about what you do in a way that clients understand. Maybe it’s asking for introductions when the time is right. Whatever it is, it’s better than standing still.
Mark Maraia, in his book “Rainmaking Made Simple,” reminds us: rainmaking isn’t magic— it’s a learnable skill. The most successful lawyers aren’t born with it. They worked at it. They took it seriously. And they understood that, in a law firm, the ability to generate work is what gives you options, autonomy, and a future.
So if you’re an associate, start now. Don’t wait until partnership is on the table. If you’re a partner, don’t assume your current clients will stay forever. And if you’re a practice leader, don’t let your team rely on one or two people to keep the lights on. Spread the load. Build the muscle. Encourage your people to get better at business development in all its forms.
The legal world is changing fast. The attorneys who thrive will be the ones who aren’t just great lawyers—but who are also great at showing the world why their work matters. Not just in one way. In several.
References:
[1] Jordan Furlong, “Law Is a Buyer’s Market: Building a Client-First Law Firm,” Law21 Publishing, 2017.
[2] Steve Fretzin, “Be That Lawyer: 101 Top Rainmakers’ Secrets to Growing a Successful Law Practice,” 2024.
[3] David Ackert, “The Short List: How to Drive Business Development by Focusing on the People Who Matter Most,” Greenleaf Book Group, 2024.
[4] Mark Maraia, “Rainmaking Made Simple: What Every Professional Must Know,” Professional Services Publishing, 2003.
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John Eix is Director of Business Development & Marketing, Crowe Dunlevy. Connect with him on LinkedIn.
