5 Essentials for Your Business Development Toolkit

To help you navigate your way through, we’ve got some rabbits you can pull out of your “Director of Business Development” hat that can upgrade your lawyers’ skills and increase the amount of business development activity they engage in.

Some quick advice up front: Don’t try to do everything at once. Pick initiatives that can deliver fast, visible wins. Then use those victories as social proof to generate buy-in to get more of your lawyers to take the next steps in development.

One more thing before we dive into these techniques: Don’t go it alone. Train and encourage lawyers who lead groups and offices to engage in these behaviors as well. As you know, law firm leaders are rarely taught how to manage the marketing, selling and client service activities of their lawyers. In fact, in a survey I ran of over 2,200 lawyers and leaders, on a scale of 1 (strongly disagree with the statement) to 5 (strongly agree with the statement), the statement: “The firm does a good job of training leaders to lead business development efforts” came in at 2.95. This tells me there’s a lot of room to improve. Train more leaders to carry more of the load, and you’ll get superior results.

Here are five key areas where you can serve as the wizard behind the curtain to get your lawyers to engage in more — and better — client development activity.

How to Choose the First Initiative

It will normally be neither the initiative with the greatest number of needs nor the one with the greatest number of desired outcomes to address. Rather, it should combine a business need with action, ownership, and the ability to see its effects on your organization. According to Harvard Law School’s Center on the Legal Profession, marketing and business development have become accepted components of contemporary law firm management, with business professionals taking on a critical role in client acquisition and retention.

Apply a quick screen before investing more:

Factor	Question to Ask	Why It Matters
Client impact	Will this improve an important client or prospect relationship?	Keeps the initiative connected to client value
Opportunity visibility	Can the firm identify where the opportunity exists?	Makes it easier to focus lawyers on specific relationships
Leadership support	Is a leader willing to sponsor and reinforce the effort?	Reduces the risk that the initiative disappears after launch
Measurement	Can progress be tracked with a few practical indicators?	Makes early wins and stalled activity visible
Repeatability	Can the activity become part of normal lawyer behavior?	Helps the firm build capability rather than run a one-time campaign

This makes it easier to choose initiatives that can earn lawyer buy-in, produce visible progress, and be expanded only after the firm knows the process works.

Define Leadership Roles Before You Launch

Business development efforts benefit from a distributed approach that doesn’t rely on one individual, such as an administrator or marketing person, to handle everything. The structure may involve:

• Executive Sponsor: Establishes the level of priority and explains the significance thereof.
• Practice or Office Leader: Connects the effort to the right lawyers, clients, and opportunities.
• Marketing/Business Development Person: Helps in research, coordination, follow-up, materials, and tracking.
• Lawyer: Responsible for the relationship and next steps in relation to the client.
• Facilitator/Coach: Assists the lawyers in developing actionable tasks to help them move from the general to specifics when necessary.

Leadership efforts at David Freeman Consulting Group focus on helping leaders build alignment, accountability, and execution. Clear roles also help identify whether a business development problem stems from strategy, skills, or execution.

1. DELIVER OUTSTANDING SERVICE

In many firms where a large portion of ongoing work comes from existing clients, lawyers need to secure those clients. They need solid defensive strategies that block the efforts of other firms that are trying to steal them away. One approach could be to constantly offer lower fees, but that becomes a race to the bottom.

A better approach is to offer extraordinary levels of service. Service that makes clients believe they won’t be treated better elsewhere. Service that makes them feel like they are the most important client to the firm. Service that creates fierce loyalty to the firm.

“Too few firms invest in delivering client service that actually is meaningful to the clients. Being responsive, having relevant experience and doing high-quality work is not client service, it’s base-level service; it’s table stakes,” says Nat Slavin, a Partner and Founder of Wicker Park Group. “We’ve interviewed thousands of clients during the last 15 years and the firms that deliver the highest level of service garner the highest level of client loyalty. When that happens clients send more work, better work and they are far less susceptible to the random pitches they get from competing firms.”

How to encourage higher levels of service:

• Request client feedback to learn how they define great service, where things need to improve and how you can up your game.
• Provide internal training and run brainstorming sessions where your lawyers discuss what extraordinary levels of service look like.
• Recognize and reward those lawyers (and staff) who deliver superior levels of service.
• Pick a few high-value client service activities (e.g., offer presentations, preventive advice, social activities, make introductions, etc.) and gamify it within the firm.
• Measure the heck out of these activities.

Turn Client Feedback Into a Service Improvement Cycle

Feedback from clients is even more valuable if it translates into observable action. Here is a basic way in which companies can turn client feedback into action:

• Pose questions regarding communications, responsiveness, business sense, staffing, value added, and unfulfilled needs.
• Differentiate between one-off observations and recurring trends observed in several client interactions.
• Designate an owner for each issue requiring further follow-through.
• Inform the client about the changes made by the firm as a result of client feedback.
• Follow up on important issues at a later point and assess whether the experience was improved.
• Share lessons learned without breaching confidentiality inside the firm for use by other teams.

The above process helps support the client-centric approach inherent in David Freeman Consulting Group’s client service training. As far as the goal is concerned, the practical application consists of identifying what is important, designating the person responsible, making the improvement and then going back to the client.

What to Measure in Client Service

Client service measurement should focus on evidence that the firm is listening, acting, and strengthening the relationship. Avoid creating a large dashboard that lawyers will not use.

Measurement Area	What to Track	What It Helps Show
Client feedback	Interviews, surveys, reviews, and issues raised	Whether the firm is actively listening
Service improvement	Issues assigned, actions completed, follow-up performed	Whether feedback turns into action
Value-added activity	Preventive guidance, presentations, introductions, education	Whether lawyers are adding value beyond the immediate matter
Relationship depth	Number of meaningful contacts and participating practices	Whether the relationship extends beyond one lawyer or matter
Client outcomes	Retention, expanded work, referrals, and new matters	Whether stronger service is supporting growth

The most useful measures are the ones the firm can review consistently and connect to specific service improvements, stronger relationships, and additional client value.

2. INCREASE CROSS-SELLING

In so many firms, cross-selling is the low-hanging fruit, but most lawyers don’t know how to properly pick it.

First, let’s redefine this activity since we know most lawyers don’t want to be seen as pushy salespeople, and most clients don’t want to be sold to. Instead, let’s reframe this as being of service to the client by renaming this approach “cross-serving” instead of cross-selling.

“In many firms where a large portion of ongoing work comes from existing clients, lawyers need to build moats around those clients. They need solid defensive strategies that block the efforts of other firms who are trying to steal them away.”

This simple change of nomenclature can unleash a floodgate of new activity. Rather than feeling forced to “sell” a new practice area, firm lawyers can more comfortably introduce clients to other firm lawyers who will “elegantly audition” by offering a free service such as conducting internal presentations or reviewing policies and procedures. This approach produces wins all around. Relationship lawyers look good to their clients by offering something of value, new lawyers get to meet those clients and those clients receive support they appreciate.

“Cross-selling isn’t a matter of ‘adding’ services, but ‘multiplying’ value,” says Corey Castillo, EdD, Chief Operating Officer with Lagerlof, LLP. “Effectively integrating multiple practice areas doesn’t just create a higher-value client experience externally; it also creates a culture-building experience internally.”

How to encourage more cross-serving:

• Encourage internal connections so firm lawyers get to know each other’s practices and each other personally.
• Schedule more internal meetings to discuss cross-opportunities.
• Schedule more meetings with clients to discuss cross-opportunities.
• Stay top-of-mind with firm lawyers to remind them of the range of practices in the firm and communicate with clients to teach/remind them of areas they may not be using.
• Measure the heck out of these activities.

Identify Cross-Serving Opportunities Systematically

Cross-selling becomes more effective when lawyers understand the journey of a client need from observation through proper introduction. The cross-selling training at David Freeman Consulting Group focuses on elements of trust, client feedback, communication, and activity sustainability.

Stage	Key Question	Practical Action
Relationship mapping	Who knows the client best?	Identify the relationship owner and key client contacts
Needs review	What is changing in the client’s business?	Look for legal, operational, regulatory, or strategic needs
Capability match	Which other practice may be relevant?	Match the need with a lawyer who has the right expertise
Internal preparation	Who should make the introduction?	Agree on context, timing, roles, and the reason for the introduction
Client conversation	How can the firm add value now?	Lead with a useful idea, resource, or discussion rather than a service pitch
Follow-through	What happens after interest is expressed?	Record the next action, owner, and timing

A structured process reduces dependence on memory and makes it easier to distinguish a real client need from an internal desire to promote another practice.

Prepare the Internal Introduction Before Contacting the Client

An effective introduction must serve the client from the first encounter. Before introducing a new lawyer, make sure that:

• You understand the client’s problem/opportunity.
• The referring lawyer endorses the introduction and its timing.
• The receiving lawyer understands the client’s business and the context in which he/she operates.
• All parties agree on who will initiate the meeting.
• The benefit to the client can be articulated without starting with a sales pitch.
• There is an understanding of the next steps if the client is interested.

Such preparation shields the relationship lawyer, increases the chances of the new lawyer adding immediate value, and ensures cross-serving remains focused on the client.

Track Cross-Serving Without Creating Internal Competition

Measuring should encourage teamwork and not create competition among the people who are cross-serving. Examples of useful measures are:

• Client needs are identified.
• Internal opportunities are explored.
• Appropriate connections have been made.
• Client discussions have been concluded.
• Qualifying opportunities have been generated.
• New business which involves other practices.
• Actions have been concluded.
• Relationships which involve more than one trusted contact from the firm.

What we want to know is whether the firm is making it easy for the client to access all of its capabilities.

3. GET FIRM LAWYERS TO MEET MORE POTENTIAL CLIENTS

The math is simple — the more your lawyers contact potential clients, the more work will come in. Often the barrier is the lawyer’s mindset, which holds them back based on internal stories like, “I don’t know how to do it”; “I don’t have the time”; “All the good clients are taken”; or “They’re way too busy to want to hear from me.” With some focused training, you can make these excuses disappear. Then, once their heads are in the right place, ask them to develop a prospect list. Encourage them to be very specific — names, titles, companies, geographies, email addresses and phone numbers — and then ask them to brainstorm ways they can approach those prospects.

“Stay top-of-mind with firm lawyers to remind them of the range of practices in the firm and communicate with clients to teach/remind them of areas they may not be using.”

Now, this is where your efforts are put to the test and they take the lessons of how they can reach out and apply them to their lists. Some examples include simply checking in with people who have fallen off the radar, interviewing them for an article or talk, offering internal presentations, commenting on news relating to that client, or perhaps inviting them to join a group.

After they have their targets and their plan, you get to switch hats and embrace your cheerleader and watcher personas. By praising and encouraging their efforts and tracking their activity, you will keep these desired behaviors top-of-mind and demonstrate the importance of these activities as a strategic imperative.

How to encourage more meetings with potential clients:

• Give your lawyers the skills and tools they need to overcome their internal saboteurs and become comfortable enough to reach out to potential clients.
• Ask them to get out there and make contact.
• Measure the heck out of these activities.

Build a Prospect List That Is Specific Enough to Use

A useful prospect list is more than a database of names. It should give the lawyer enough context to decide whether the relationship deserves attention and what to do next.

Prospect Field	What to Record	Why It Matters
Organization	Company, institution, or target entity	Keeps the list connected to priority markets
Contact	Name, title, and role	Identifies the person relevant to the potential need
Strategic fit	Practice, industry, geography, or client profile	Helps lawyers focus on realistic opportunities
Relationship path	Existing connection, referral path, event, or shared network	Shows how the lawyer can approach credibly
Reason to connect	Client development, market change, useful insight, or shared interest	Creates relevance for the outreach
Next action	Specific step and timing	Turns a target into an executable plan

A focused list also makes it easier to prepare relevant outreach, track next steps, and decide which prospects no longer deserve attention.

Match Outreach to a Real Reason to Connect

Legal professionals are more likely to connect, and prospects are more likely to appreciate the effort, when the initial contact is based on a clear premise. Useful premises include:

• Regulatory or legal developments that affect the business of the prospective client.
• Changes within the firm, industry, management, or market.
• A useful referral to another individual.
• An invitation to an event or discussion.
• A useful article, checklist, or presentation regarding an important topic.
• Professional associations, conferences, or networks.
• Congratulations or a follow-up when the prospective client’s position has changed.
• Interviewing or co-producing content with the prospective client.

The American Bar Association also describes legal business development as relationship-building, not sales.

Turn Prospecting Into a Repeatable Lawyer Habit

Prospecting is more sustainable when it is made a small, focused component of a lawyer’s daily routine rather than something done on the fly. Some realistic strategies include:

• Maintain a manageable list of top contacts instead of a huge database.
• Review the list before meetings, travel, client visits, or industry events.
• Always prepare the rationale behind the outreach effort before contacting anyone.
• Capture what comes next right after talking to someone.
• Maintain all relevant relationship information in one place.
• Check on dormant leads and decide whether to reach out again, change course, or drop them.
• Notice quality and consistency of relationship building, not just closings.

The NALP Lawyer Professional Development Section emphasizes the need for structured professional development at law firms. Good business development practices require the same continual learning, practice, and reinforcement. Lawyer BookBuilder® gives lawyers the Freeman-created solution for planning, relationships, habits, and business development skills.

4. DEVELOP MORE AND BETTER REFERRAL SOURCES

I find as a group, intellectual property lawyers are often pretty good at understanding the value of cultivating referrals from other sources like foreign associates and other noncompetitive firms. Many other lawyers, however, don’t spend enough time thinking about — and acting on — how to develop a more robust referral pipeline. There are many sources that can be tapped — if only they spent the time identifying who they are — and developing approach plans to build solid relationships.

How to encourage more referrals:

• Put your lawyers through an exercise where they identify existing and potential referral sources.
• Have them brainstorm ways they can elegantly reach out to these sources.
• Have them make commitments to reach out.
• Measure the heck out of these activities.

Segment Referral Sources by Relationship Type

Referral sources are easier to manage when the lawyer understands the importance of each relationship and the type of interaction that should occur. The arrangement should comply with the profession’s ethical requirements.

Referral Source	Why the Relationship May Matter	Appropriate Relationship-Building Activity
Noncompeting law firms	They may encounter matters outside their geography or capabilities	Stay informed about each other’s practices and maintain professional contact
Foreign associates	They may need trusted counsel in another jurisdiction	Share capability updates and maintain reliable working relationships
Former colleagues and alumni	Career moves can create new networks and client-side relationships	Keep in touch as professional roles change
Clients and former clients	Satisfied clients may recommend lawyers to peers	Maintain service quality and stay appropriately connected
Other professional advisers	Accountants, consultants, bankers, and other advisers may identify legal needs	Build mutual understanding of the clients and issues each professional serves
Industry contacts	They may know organizations facing relevant issues	Participate consistently in relevant industry communities

A referral network is most useful when the firm can explain why each relationship matters, who owns it, and what kind of interaction would strengthen it over time.

Build Referral Relationships Around Mutual Professional Value

Referral relationships are often established well before they are needed. Some things that lawyers can do to make such relationships more valuable include:

• Learning what types of matters the other professional is well suited to handle.
• Being clear about what their firm can do so the other professional knows when they need help.
• Introducing the other professional when they can really help.
• Sharing valuable market or legal information without expecting anything immediately.
• Following up on referrals so that the referrer knows it has been taken care of.
• Sending thank-you letters without commercializing the referral relationship.

Ensuring that all ethical considerations have been taken into account in advance of any arrangements regarding payments or referral fees.

Review Referral Quality, Not Just Referral Volume

A high volume of names does not guarantee a good referral pipeline. Consider whether referral connections are bringing appropriate, matching referrals, and whether the firm is nurturing the right connections.

Some questions to ask are:

• What referral sources bring referrals that align with the firm’s strategy?
• Which connections are still active but have not yet brought about a significant referral?
• Are referred clients getting a good experience after the referral?
• Which lawyers nurture the most strategically valuable referral connections?
• Is there too much reliance on one or two lawyers for referrals?
• Are there gaps across practices, geographies, or industries?
• How does the firm follow up with referral sources after making an introduction?

This check can help lawyers focus on strategically valuable connections.

5. MAKE YOUR LAWYERS FAMOUS

There are so many potential clients out there who have no idea you have lawyers who can help them. Your job is to give your lawyers ideas, tools and the motivation to make some noise so they can get heard above the din of other lawyers who are also trying to make names for themselves.

This applies for new potential clients as well as for existing clients. Going back to cross-serving for a moment: In the industry survey I mentioned earlier of over 2,200 lawyers and leaders, the statement “Our group effectively communicates our services to targeted firm clients who are not currently using us” got a score of 2.82 out of 5. Clearly, we’re leaving a lot on the table by not letting our existing clients know about other capabilities we possess.

How to get your lawyers known by the right people:

• Have your lawyers identify high-priority niched areas they want to be known for.
• Share different tools and approaches for getting their names out to populations who have a need for those services.
• Identify specific “amplifiers” — entities that can get their messages out to wide audiences, like publications, social media channels, speaking venues, conferences, etc.
• Have them make commitments to reach out.
• Measure the heck out of these activities.

Choose a Narrow Expertise Position Before Choosing Channels

Visibility becomes even more valuable when the lawyer is recognized for his/her knowledge in a certain area. Before choosing a platform for publishing, speaking, or posting, define your expertise position.

The position in question should include answers to such questions as:

• What client or industry issue does the lawyer know best?
• Who is the buyer or referral source that requires this kind of expertise?
• Why does the lawyer have credibility in this matter?
• Why are there constant factors that prompt the lawyer to talk about the issue?
• Is there enough material to have several different discussions?
• Does the expertise position contribute to the overall strategy of the law firm?

This helps avoid situations where lawyers become more visible in spheres where that visibility doesn’t make sense for clients and referrals.

Match the Visibility Channel to the Audience

Different channels serve different business development purposes. Select them based on how much attention your priority audiences already pay.

• Trade journals: Help show professionalism to a particular professional audience.
• Client advisories and guides: Help address client-service-related problems.
• Lectures and speeches: Help address concentrated groups of people.
• Professional organizations: Helpful in building long-term connections and reputation.
• LinkedIn and professional social media: Help maintain visibility among existing networks.
• Podcast/webinars: Helpful in providing complicated information and collaboration with guests/clients.
• Internal lectures: Helpful in informing other lawyers about useful for them areas of a lawyer’s expertise.

The most helpful channels put a lawyer’s relevant expertise in front of the people who can use the lawyer’s services.

Turn Visibility Into Direct Relationship Development

Publication or speaking is just the beginning of the business development process. The greatest impact usually comes from what happens afterward because of that visibility.

• Provide an insightful article to clients and prospects affected by the topic.
• Invite key contacts to an appropriate event rather than using general visibility tactics.
• Follow up with those who have questions about a particular speech.
• Have a client or professional contact share their insight on a topic next time.
• Track which topics generate client discussions, introductions, or speaking opportunities.
• Repurpose insights across formats while not repeating the message.
• Tie your visibility efforts to a particular contact, market, or client development goal.

The point isn’t personal glory, but increased visibility and credibility when clients have a related legal need.

BONUS NO 6. TIP: BE A WATCHER

As discussed in No. 3, the role of the watcher is critically important in a law firm. Lawyers will generally default to the urgent (their client matters) but not the important, which is client development. It’s therefore up to you as a leader to keep ringing the bell around the activities listed in this article; otherwise, they will regress to their prior habits.

I’m sure you’ve noticed by now that “measure the heck out of these activities” shows up in each of the five areas. That’s because the old adage, “what gets measured gets managed, and what gets managed gets done” applies as well to law firms as it does to other businesses.

Find some simple measures to start with and make them very visible. Manage to them. Refer to them often. Praise and reward those who meet and exceed goals. Once you and other firm leaders set a tone that reinforces the importance of these activities, your lawyers will start to behave in alignment with those expectations.

Use a Light Accountability Cadence

Accountability should keep business development moving without adding a burdensome reporting process. The short but frequent reviews can revolve around some basic questions:

• What was the commitment of the lawyer?
• What was accomplished by the lawyer?
• What was progressed, what was not, and why?
• What will be the next step?
• Is help required from any quarter?
• Should this priority continue getting attention?

The idea behind an effective system is to encourage lawyers to take action rather than report their actions. BD Buddy is a product of the Freeman ecosystem, which is built on the concept of encouraging business development.

Separate Activity Metrics From Business Outcomes

Not all actions related to effective business development generate income immediately. Measure both activities the lawyer can influence right away and outcomes that will become visible later.

The activity measurements may include:

• Meetings with clients and prospects.
• Meetings with referral sources.
• Introduction.
• Meeting about client feedback.
• Completion of follow-ups.
• Cross-selling meetings.
• Lectures and publication activity relevant to the priority audience.
• Completed business development activities.

Outcome measurements may include:

• Quality opportunities.
• New cases.
• Enhanced client relationships.
• Received referrals.
• Cross-selling cases.
• New clients.
• Generated income associated with priority relationships.

Freeman’s Culture XRay® is meant to diagnose various aspects of a law firm’s business development culture, such as leadership & planning, activity, cross-selling, client services, support, education, compensation, and succession.

PLANNING FOR LONG-TERM SUCCESS

The actions suggested in this article are always important to implement, but even more so when facing difficult economic conditions. By instilling disciplines that get your lawyers to solidly execute the fundamentals, you increase your odds of navigating through the tough times, and you’ll also be set up to thrive on the other side.

Frequently Asked Questions About Law Firm Business Development Toolkits

What should a law firm business development toolkit include?

It should help attorneys retain clients, cross-sell services, meet potential clients, build referral relationships, increase visibility, and follow up regularly. It must include a list of simple actions, clear responsibility, and leadership sponsorship to ensure these actions become a habit.

Which business development initiative should a small or midsize law firm start with?

Start with the initiative that addresses an obvious business need and provides quick evidence. If the firm serves clients well but lacks service depth, start with client feedback or cross-selling. If there are no pipeline activities, prospects or referrals become the priority.

How can law firms improve client service without competing mainly on fees?

Focus on the aspects of the relationship clients see: your knowledge of their business, anticipating their needs, communication, feedback requests, value delivery, and responsiveness to concerns. Good service creates client loyalty regardless of the fee.

What is the difference between cross-selling and cross-serving?

Cross-selling is offering an extra service to a client. Cross-serving starts with identifying the client’s needs and asking oneself whether another lawyer or practice group can provide more value. This matters because the discussion with the client should be based on value and trust, not on selling another service internally.

What makes a strong referral source for a lawyer?

An ideal referral source is aware of the attorney’s expertise, considers the attorney to be competent in handling such cases, and comes into contact with persons or entities who have a legal need within their area of expertise. Competency and knowledge matter more than numerous contacts. An attorney must also adhere to the relevant professional conduct standards.

What should law firms measure in business development?

Measure both activity and results. Examples of the former would be client visits, prospect visits, referrals, introductions, follow-ups, and cross-serving talks. Examples of the latter would be qualified leads, new engagements, client growth, referrals, originations, and revenue generated from strategic relationships.