Most lawyers understand that business development matters.
It is referenced in performance reviews, discussed in partner meetings, and often built into firm strategy. Many lawyers also recognise that, over time, their ability to win and retain work will become increasingly important to their career progression.
What is far less clear is what business development actually looks like in practice.
For many, it remains an abstract concept. Something that happens at networking events, through referrals, or in occasional client conversations. For some it is something that their BD or Marketing team should be doing for them. It is often approached in bursts, usually when work slows down, before being deprioritized when it returns.
The result is predictable. Effort is made, but momentum is not sustained. While motivation to do BD among lawyers may not be intrinsic, it is however linked heavily to career progression. The issue is not a lack of willingness. It is a lack of clarity and structure.
In professional practices, lawyers face a structural challenge that makes business development difficult to embed.
They are not full-time salespeople or business developers. They are technical professionals who must balance delivering high-quality work, managing client relationships, and contributing to internal responsibilities. Business development sits alongside these demands.
When time is limited, it competes with chargeable work. In most cases, chargeable work wins. However, If business development is going to work, it needs to be realistic, structured, and repeatable.
The most effective lawyers do not treat business development as a separate activity. They create and follow a BD habit.
A habit does not rely on spare time. It is built into the week in a way that feels achievable and consistent. A practical weekly approach, this can even be achieved in as little as 18 minutes a day or three billable increments!
A simple structure can make BD achievable by focusing on three areas each week: clients, referrers, and targets. In simple terms it is as simple as doing the below:
Clients: maintain relevance through consistent and meaningful contact.
Referrers: build and maintain relationships with those who can introduce work.
Targets: proactively identify and learn about future clients.
That means developing skills and systems to enable these meaningful interactions and also tracking your progress. I provide greater detail on how to do this, in this previous Legalwise article.
The strength of this approach is simplicity. A small number of consistent actions will outperform an ambitious plan that is never delivered. Particularly for busy lawyers who have other important work to do alongside BD. Focus and commitment matter more than complexity.
Many opportunities are lost due to lack of follow-up. A short, clear note after a meeting summarising key points and next steps can make a significant difference. When I work with my legal clients, it is amazing how much impact this really has. It keeps relationships on track and it increases revenue, from relationships my clients already have.
Business development is not about selling. It is about understanding client needs, staying relevant, and building relationships that lead to future work. And at its heart, it is about creating a BD habit so that you are always relevant and top of mind to your clients.
About the author
Ben Paul is the CEO of The BD Ladder, who provide BD & Marketing consultancy, coaching and training to law firms to build stronger client relationships and more consistent pipelines.