This month, Gemma sat down virtually with Jonathan Grigg, head of Foot Anstey’s national commercial dispute resolution team, to talk about BD in the legal industry. As a former managing partner and a lawyer with more than two decades of experience, it’s safe to say that Jonathan knows a thing or two about how to develop a practice.
We cover why lawyers often struggle with BD, the mindset shifts needed for success, and hopefully debunk the myth of the “rainmaker” once and for all. Whether you’re climbing the partnership ladder or already a partner, this interview is packed with wisdom you won’t want to miss.
Gemma: Jonathan, thanks so much for joining me today. You and I have chatted a fair bit on LinkedIn about the challenges lawyers face with business development (BD). What’s your experience with that?
Jonathan: Thanks for having me, Gemma. BD is one of those areas where lawyers often struggle, and it’s largely due to the mindset we develop early in our careers. Lawyers are often described as “insecure overachievers”. Throughout their academic lives, they excel by being the best, whether it’s at university or in the workplace. But BD requires a completely different approach. It’s not just about technical expertise or being risk-averse; it’s about building relationships, and that means taking risks. Lawyers are trained to avoid mistakes, but in BD, you have to accept that not everything will go perfectly. It can be challenging for many to make that mindset shift from avoiding risks to embracing the potential for failure in pursuit of long-term success.
Gemma: Absolutely, and it’s interesting that you say it’s about mindset. I’ve seen the same thing – lawyers often struggle with BD because it’s not something they’re naturally trained in. But they expect immediate results.
Jonathan: Exactly. When you’re trained as a lawyer, your focus is on having the right answers, solving complex problems, and making sure nothing goes wrong. But BD isn’t about always having the solution ready. It’s about listening – really listening – to what your client’s needs are. You need to understand their pain points and challenges. If you approach BD like a courtroom argument, where you already know what you want to say, you’re missing the point. It’s a conversation, not a performance. Lawyers also tend to set the bar too high when it comes to BD. They might aim to win a huge client or land a massive deal, but it’s the smaller steps, the relationships you nurture over time, that bring real results.
Gemma: I completely agree. What are your thoughts about rainmakers? You see a lot of talk in law firms about them being these mythical figures. Is that something any lawyer can become?
Jonathan: Rainmakers do seem like unicorns, don’t they? The truth is, being a rainmaker isn’t about having some magical ability to bring in clients. It’s about having strong, consistent BD skills. And yes, any lawyer can learn those skills. Rainmakers are simply lawyers who have figured out how to forge strong client relationships and keep them. It’s not just about one big win. It’s about being persistent, staying visible, and genuinely caring about your clients’ success. A lot of lawyers think, “Well, I’m not a rainmaker, that’s for someone else.” But that mindset is what holds them back. It’s about learning the fundamentals of BD – relationship building, listening, understanding what your clients need, and being proactive in staying in touch. These aren’t traits people are born with. They’re skills that you can – and must – learn if you want to grow in your career.
Gemma: This is music to my ears! Some lawyers seem to shy away from BD, though, preferring to focus just on the work. What do you think of those individuals?
Jonathan: That’s definitely a valid path for some. Not everyone has to be focused on BD, especially if their goal isn’t partnership or leading a practice. There are many successful lawyers who enjoy just focusing on delivering high-quality work. And that’s fine. But law firms, particularly the partners, want to grow their business. To do that, they need lawyers who are not only excellent technically but also capable of bringing in new work. If you want to move up in a firm, particularly toward partnership, BD is non-negotiable. It’s about developing a sustainable book of business, and that takes more than just being great at the law – it takes responsibility for your own growth and the firm’s growth.
Gemma: Yes, you need to take responsibility for your own practice. What advice would you give to someone just starting out in BD?
Jonathan: I’d say, first and foremost, get training. BD is a skill like any other, and there’s no shame in needing help to develop it. But beyond formal training, seek out mentors – people who have been through the BD journey and can help you navigate the challenges. Every lawyer’s BD approach will be different, so you need to find what suits your personality and style. A mentor can give you insights into what works and what doesn’t. Don’t be afraid to make mistakes – that’s a key part of learning BD. And that’s one reason lawyers struggle with it. They’re perfectionists who hate failing, but BD requires resilience. You might try an approach that doesn’t work, but that’s how you’ll figure out what does.
“Rainmakers are simply lawyers who have figured out how to forge strong client relationships and keep them. It’s not just about one big win. It’s about being persistent, staying visible, and genuinely caring about your clients’ success.”
Gemma: That’s such a good point. Lawyers are often perfectionists, and BD is far from perfect. What common mistakes do you see lawyers making in BD?
Jonathan: One of the most common mistakes is trying to hit a home run right from the start – setting goals that are way too big, like winning a major client or securing a massive deal straight away. BD is a long-term game. It’s not about landing one big fish; it’s about consistently nurturing relationships. The other big mistake is treating BD like a formal, professional task when it’s really about building genuine connections. People buy from people. Clients want to know who you are, not just what you do. If you approach BD with a ‘professional veneer,’ it feels inauthentic, and that can be off-putting. Clients want to work with someone they trust, someone who understands them – not just another lawyer with answers. You’ve got to be yourself and connect on a human level.
Gemma: Yes, the human element is so important; it’s so easy to see and feel when it’s not authentic; we’ve all experienced it. I also hear a lot of lawyers say they don’t have time for BD. How do you balance BD with the demands of legal work?
Jonathan: Time is always a challenge, especially when legal work is so demanding. But the key is treating BD like you would any other matter – it needs to be planned and prioritised. You can’t leave it as an afterthought. Create a structured plan with clear, actionable goals. Carve out time in your schedule – even if it’s just half an hour a day or an hour a week – to focus on BD activities. You need to be consistent, whether that’s reaching out to contacts, writing a LinkedIn post, or attending a networking event. I treat my BD plan like I would a case. You wouldn’t let a file sit on your desk for months without attention, so don’t let your BD efforts go stale either. It’s about creating small, achievable goals and sticking to them.
Gemma: I love that comparison: BD is its own project, and consistency really is key if you want to progress it. Where do you see BD evolving in law firms, especially with the rise of personal branding and LinkedIn?
Jonathan: We’re definitely seeing a shift. LinkedIn, in particular, is changing how BD is done, with more lawyers building personal brands. It’s becoming increasingly important for lawyers to show who they are beyond their professional expertise. People want to engage with individuals, not just faceless firms. But it’s a tricky balance – law firms need to empower their lawyers to develop their personal brands while ensuring they stay aligned with the firm’s overall goals. The successful firms will be the ones that can harness both the individual’s brand and the firm’s brand to work together. If a lawyer’s personal brand is strong, it can bring in more clients for the firm. But the firm also has to ensure collaboration and a team approach to client service, so that it’s not just about one individual but the collective strength of the firm.
Gemma: Yes, I’ve noticed that too. Clients want to work with people, not just a faceless firm. There’s a real power in personal connections, especially when lawyers build relationships based on trust and authenticity.
Jonathan: Absolutely. That’s why personal branding is becoming so important. But firms are still working out how to balance it with their overall branding. At the end of the day, BD is about building relationships. If firms can harness that and empower their lawyers, they’ll be on the right track.
Gemma: Couldn’t agree more. One last question – what’s one piece of BD advice you’d give to lawyers?
Jonathan: Just do it. Honestly, don’t overthink it. The biggest mistake is not doing enough BD because you’re waiting for the perfect moment or the perfect strategy. Start small, be consistent, and learn as you go. BD is about progress, not perfection. And remember, it’s not just about bringing in work – it’s about building long-term, meaningful relationships that can serve you throughout your career.
Jonathan GriggJonathan leads Foot Anstey’s national commercial dispute resolution team and specialises in pensions disputes. He is the former managing partner of Boyes Turner and has more than two decades of experience. |
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