Most lawyers don’t take business development seriously enough. It’s something they do when they have extra time, which is almost never. But here’s the truth, your success as an attorney isn’t just about how good you are at practicing law. It’s about whether the right people know you exist.
The attorneys who consistently bring in business aren’t necessarily the smartest or the best at their craft. They are the ones who stay visible, build relationships, and show up where potential clients and referral sources are paying attention. They aren’t waiting for work to come to them. They make sure they are findable.
The Lie of “Rainmakers”
There’s a common belief that great rainmakers are just born that way. That some lawyers have a natural ability to bring in clients while others are destined to sit in the background. It’s nonsense. Sure, some people have a natural talent for business development, but for most, it’s a learned skill. And it’s a skill that most lawyers could master if they actually put in the effort.
The problem is that many attorneys don’t want to do the work. They want referrals to just show up. They assume that getting another certification or speaking at a legal conference will magically result in more business. But the real results come from consistent and intentional actions.
A lawyer I know who lands many clients does not do it by hopes and wishes, but by stepping outside the usual legal circles and showing up in the community. She joins board in the industries where she wanted to build a presence. She posts useful content on LinkedIn that addressed common challenges her ideal clients faced. And she actually asks her current clients, “Who else should I be talking to?”
No gimmicks. No tricks. Just visibility and follow-through.
Why Your Firm Retreats Aren’t Moving the Needle
Most law firm retreats follow the same tired formula. You bring in a big-name speaker… maybe an economist, maybe a former athlete who talks about leadership. The partners sit there half-listening while checking emails. Then, when the business development session rolls around, everyone mentally checks out. It is often lead by the marketing partner or someone from the business development team, and say the same things they said the year before.
The issue isn’t that firms don’t care about BD. It’s that these sessions are often too vague, uninspiring, or disconnected from the actual work lawyers do. Business development training has to be actionable. It needs to be specific to the realities of running a legal practice.
One firm I worked with scrapped the traditional BD presentation at their retreat and did something different. Instead of talking in hypotheticals, they had partners share real stories of how they won or lost clients. They had me interview three partners with different personalities and ways of doing business.
That firm saw increases in internal referrals and client growth… not because they heard another motivational talk, but because they made business development something that people talked about long after the retreat.
The Culture Problem
Most law firms don’t actually create an environment where attorneys feel comfortable focusing on business development. Younger lawyers don’t want to work in places that treat business development like a secret club. They want mentorship. They want collaboration. And they want a culture where BD isn’t something that only happens behind closed doors with senior partners.
The firms that get this right do a few key things. They encourage attorneys to actively share opportunities with each other. They make time for associates to get involved in community leadership and industry groups. And they offer real business development training… not just vague advice about “getting out there” but actual coaching on how to connect with potential clients in an authentic way.
Some firms encourage associates to spend a percentage of their work time on nonprofit boards, speaking at industry events, and building relationships. They don’t just talk about BD; they make it part of the job and lawyers are rewarded and championed for their efforts. And they’re growing because of it.
How Firms Can Win in 2025
If you want to be at a firm that actually thrives in the coming years, stop thinking about business development as an optional extra. It needs to be baked into everything you do.
First, BD shouldn’t be something that sits with a committee. Every lawyer should be asking the people they know, “Who else should we be talking to?” Every attorney should be inviting clients and prospects to events, not just legal events but industry gatherings where actual shared experiences happen.
Second, measure what actually moves the needle. Track referrals between attorneys, collect client testimonials, and look at media placements. These things matter more than just counting billable hours.
Finally, firms need to move away from the “sink or swim” mentality when it comes to business development. Pair up partners and associates for structured six-month business development sprints where they map out key referral sources, create visibility plans, and actually practice how to have client development conversations.
The Bottom Line
Business development isn’t about showing off. It’s about creating opportunities. The benefits are real for yourself, for your firm, and for the clients who need your expertise. The firms that will thrive in the future aren’t the ones waiting for referrals to appear. They are the ones actively building relationships, staying visible, and creating ecosystems where clients want to be a part of what they’re doing.
If you want to grow, stop waiting. Start showing up
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Thom Singer, CSP, is a professional keynote speaker. He spent 5+ years as the business development director for the Austin and Dallas offices of two AM LAW 100 firms. He regularly speaks at lawyer retreats and has coached hundreds of attorneys on business development skills.