The 10-minute BD myth: why “no time” isn’t the real problem
“I don’t have time for BD.” It’s the single most common thing we hear from associates (and let’s face it, partners too). And it’s understandable. Billable hours targets don’t often leave much time for anything else. Client demands take precedent. Deadlines arrive whether you’re ready for them or not. When your day is already spoken for before 9am, the idea of adding anything else to it feels absurd. But working with associates across law firms of every size has shown us that the ‘no time’ problem is almost always a perception problem – not a time problem. The image that’s getting in the way When most lawyers picture BD, they picture something big, like a polished thought leadership piece, a formal client dinner or a pitch that needs to be perfect before it goes anywhere near a client. That version of BD exists. But it’s not where most relationships are built, and it’s not where most new work actually comes from. The belief that BD requires a significant, uninterrupted chunk of time is one of the first things we work to dismantle in our Momentum training – because until that belief shifts, the time will never appear. It’s not that busy lawyers find the time for BD. It’s that they stop waiting for a mythical clear afternoon and start doing small things, regularly, instead. Small actions. Serious results. The most effective BD is often the simplest. Not because BD is easy – but because consistency beats intensity, every time. A short note sent regularly beats a polished pitch sent once. A warm relationship maintained over months opens doors that a cold introduction never will. Staying visible to the right people, in small ways, over a long period of time – that’s what builds a practice. And it doesn’t require hours. It requires habit. Ten minutes a week, done reliably, adds up to something real. BD in under 10 minutes — five things you can do right now Here’s what that actually looks like in practice. Send a useful article or insight to a contact. It doesn’t have to be something you’ve written — it just has to be relevant to them. A short note saying “thought this might be useful given what you mentioned last time” coupled with a suggestion of a coffee catch-up takes two minutes and keeps the relationship warm in a way that feels genuine, not transactional. Follow up on a past conversation. You met someone at a conference. You spoke on a panel together. You had a good call three months ago. Don’t let it go cold. A simple “it was great to connect, and would love to keep in touch” sent before the moment passes costs almost nothing and keeps the door open for a more thoughtful follow-up. Check in with a former client. Even just to say hello. People work with people they know, like and trust – and staying visible is a bigger part of that than most lawyers realise. A brief, personalised check-in keeps you in the back of someone’s mind for when the right moment comes. You’d be surprised how many times that check-in email results in a “I’m actually working on something that you might be able to help with”. Top of mind = top of the list. Book a coffee with a referrer. It doesn’t need an agenda. It doesn’t need to be formal. It just needs to happen. Referral relationships, like all relationships, need occasional contact to stay alive. Make an introduction. This is a powerful one. Getting in contact with any of the above? Take 1 minute to think of who in your network they might benefit from being introduced to, and tack the question onto the end of your check-in email, asking your contact if that would benefit them. Unsolicited offers of help like this breed goodwill that goes much further than any standard check-in and builds deep trust. None of these require preparation. None of them require a strategy document. They require ten minutes and the decision to actually do them. It’s about relationships, not hustle It’s worth stepping back for a moment, because there’s a version of this conversation that makes BD sound like a relentless drip of activity – always on, always selling, always performing. That’s not what we’re describing. BD, at its simplest, is about the people already in your network. Nurturing the relationships you have, staying front of mind. Making it easy for someone to think of you when the right opportunity comes up – not because you’ve been chasing them, but because you’ve been present and it makes sense. The goal is never to add more to your plate. It’s to make the things that matter most feel manageable enough to actually do. The only thing left is to start Pick one thing from the list above. Just one. Don’t plan it, don’t schedule a strategy session around it – do it this week.
Your client isn’t just buying your expertise. Here’s what else they’re looking for
Let’s start with the assumption most lawyers are working from: if the work is good, the relationship is good. Deliver excellent advice, hit your deadlines, stay within budget, and the client will come back. Simple. It’s a logical model. It’s also why so many strong lawyers find themselves confused when a client quietly drifts to someone else, or when a relationship they thought was solid turns out to be weaker than they realised. Technical excellence is the entry ticket. What clients remember, and what drives the decisions that actually matter for your BD, is everything else. The thing clients can’t always tell you Something worth considering is that most clients cannot accurately assess the quality of your legal advice. They’re not lawyers – they’re trusting you. What they can assess, with uncomfortable precision, is how it felt to work with you. Whether they felt like a priority, whether they felt understood. Whether, if a piece of work came up tomorrow, you’d be the first person they’d think to call. The difference between the quality of the work and the experience of receiving it is where BD either happens or doesn’t. And most lawyers, focused on the former, are leaving the latter almost entirely to chance. What clients actually want — and rarely say out loud To feel known, not just served. Clients notice when you’ve remembered something about their business, their pressures, their priorities. They notice equally when you haven’t. The lawyers who grow long-term client relationships aren’t always the most outspoken in the room – they’re often simply the ones who paid attention. That’s a BD advantage hiding in plain sight. Proactive thinking, not just reactive answers. Clients don’t want to have to ask the right questions – they want a lawyer who spots what they haven’t thought to ask yet. Flagging an adjacent risk. Connecting a market development to something on their horizon. That kind of forward-thinking is what turns a good lawyer into an indispensable one. It also generates more work because you’ve made the case through the quality of your thinking. Honesty over polish. Clients can generally tell when they’re being managed. What builds genuine trust is a lawyer who will tell them something uncomfortable, clearly and without flinching. That candour is rarer than it should be – and the lawyers who demonstrate it consistently don’t just retain clients. They become the people those clients call before a problem is even fully formed. To feel like the relationship matters beyond the matter. A note when something relevant comes up in their sector. A check-in after a deal closes, not to chase the next instruction but just to ask how it landed. These moments cost almost nothing, but they’re the difference between a client who comes back because you’re familiar, and one who comes back because they genuinely value the relationship. This isn’t ‘soft skills’. It’s BD. It’s tempting to read the above and file it under ‘being a good person’ or ‘client service basics.’ That would be a mistake. Every point in this article is a BD point. Clients who feel known refer work – because recommending someone feels personal, and they’ll only do it for a lawyer they’d personally vouch for. Clients who receive proactive thinking expand the scope of what they bring, because you’ve demonstrated you can see further than the immediate question. Clients who trust your honesty don’t shop around, because that level of candour is hard to find and harder to replace. And clients who feel the relationship matters beyond the matter become the kind of advocates that no marketing or BD budget can buy. The lawyers who grow their practices over time aren’t always the most technically formidable. They’re almost always the ones who understood this distinction early and acted on it deliberately, not just when it felt comfortable. The question worth sitting with Think about your best client relationship, the one that feels easy, mutual, genuinely valued on both sides. It almost certainly didn’t get that way because the work was flawless. It got that way because something human happened alongside it, consistently, over time. The real BD question isn’t how to find more clients. It’s whether you’re deliberately creating those conditions with the clients you already have – or just hoping they develop on their own.
What ‘enough BD’ actually looks like
BD often becomes harder than it needs to be because expectations are set in bursts. There are periods where activity ramps up, plans get made, and BD feels front of mind. Then work intensifies, capacity drops, and BD slips. Progress ends up being judged against short windows that rarely reflect how a year of legal work actually plays out. A more useful way to think about BD is over a longer cycle, and to be clearer about what needs to keep going even when work is heavy. This is particularly relevant for associates and senior associates, where time is limited and expectations can feel vague. ‘Enough’ BD isn’t about doing everything For most lawyers, ‘enough BD’ is mainly about staying active without burning out. That means shifting the focus away from everything you could be doing, and towards a small baseline that’s realistic even in busy periods. In practice, this tends to be a small number of activities that support visibility and relationships without requiring significant additional effort. For example: staying in touch with a handful of priority contacts, rather than trying to expand networks ensuring matters are followed up once they conclude, even if no new outreach is planned contributing to BD through client conversations, internal collaboration, or shared firm activity The emphasis is not on volume, but on continuity. Allow BD to ebb and flow without disappearing Over the course of a year, BD will naturally expand and contract. There will be periods where it makes sense to invest more time and others where maintaining a baseline is sufficient. Treating those quieter phases as part of the normal rhythm, rather than something to be corrected, makes it easier to return to more proactive activity when capacity allows. You maintain some form of momentum because BD never drops out completely. Be clear about what can pause Clarity about ‘enough BD’ also comes from being explicit about what doesn’t need to run continuously. Not every initiative has to be active at all times, and not every opportunity needs to be pursued immediately. Knowing which activities can pause without consequence reduces friction and simplifies decision-making, particularly during intense periods. For associates especially, this kind of permission matters. It removes the background guilt/panic that often sits alongside BD and replaces it with more deliberate decision-making. Look at progress over time, not week by week We know that BD is a long game in most cases. So it’s therefore best assessed over longer horizons. Reviewing progress quarterly or annually gives a far more accurate picture than judging activity week by week. When you define BD in this way, it becomes easier to maintain a steady presence across the year — without relying on ideal conditions or constant (and unsustainable) intensity. For many lawyers, that sense of “this is enough for now” is what makes BD feel doable in the first place.
BD habits that take under 30 minutes a week — and still deliver results
Small, consistent actions often beat big, ambitious plans When business development feels like something you ‘should’ do but never quite get to, it’s usually because it’s sitting on your list as a big, daunting task. But most successful partners and senior associates will tell you that’s not how they do it. The real secret isn’t carving out big chunks of time; it’s building small, manageable habits into the rhythm of your week. When done consistently, those actions build relationships, uncover opportunities and increase visibility — without ever feeling like a major extra job. The best part? Many of them take less than half an hour. Quick-win BD habits to try Below are five practical, low-barrier actions you can build into your week. They’re deliberately simple — but when repeated consistently, they compound into tangible business development results. 1. Send one ‘keep-in-touch’ email Pick one person from your network — a client, referrer, prospect or former contact — and reach out. It doesn’t have to be anything elaborate. A few ideas: Share an article or report that’s relevant to their sector. Congratulate them on a piece of news or a recent achievement. Ask a question about something they’re working on. The key is that it’s personal and relevant, not generic or sales-focused. Why it works: Staying front-of-mind is half the battle in BD. These small, thoughtful interactions make sure you’re the person they think of when an opportunity arises. And because you’re reaching out with value, not a pitch, it strengthens the relationship rather than straining it. Give them a reason to call you first. 2. Add substance to two LinkedIn interactions Scrolling through LinkedIn for five minutes isn’t business development. But contributing to the conversation — even briefly — can be. Aim to write two substantive comments each week on posts from clients, contacts or sector leaders. Go beyond “congratulations” or “great post” and add a perspective, ask a question, or link the topic to something relevant in your world. Why it works: LinkedIn’s algorithm rewards meaningful interaction, which means more people will see your name and profile. More importantly, thoughtful comments show credibility and curiosity — two qualities clients notice when deciding who to trust. Bonus tip: If you’re shy about posting original content, this is an excellent stepping stone. Regular comments build confidence and visibility without the pressure of drafting full posts. If you’re new to LinkedIn or just feeling uncomfortable with the visibility, send your comment through a direct message to the author and use it start a private conversation. 3. Choose one opportunity to move forward Every practice has conversations, proposals or prospects that have gone a bit quiet. Spend ten minutes reviewing them and pick one to move forward. That could mean: Following up on a proposal you haven’t heard back on. Sharing a new idea linked to an ongoing matter. Offering a short call to talk through next steps. Why it works: Business development often stalls because we’re waiting — for the right time, for the client to come back to us, for capacity to free up. Proactive follow-ups break that inertia. Even if the answer is “not now,” it keeps the door open and the conversation alive. And if it’s a “no”, this gives you a reason to focus your efforts elsewhere (and put the prospect on a ‘keep in touch’ list. 4. Share one useful piece of intelligence internally It’s easy to forget that BD isn’t just external — it’s internal, too. Some of the best opportunities emerge when colleagues know what you’re seeing in the market and where you’re building relationships. Spend a few minutes each week sharing a piece of useful intel with your team: a client development, a regulatory update, a new connection or a sector shift. You can do it by email, in a team meeting or on an internal channel. Why it works: It positions you as someone who’s commercially aware and proactive, and it encourages collaboration. Colleagues might spot cross-selling opportunities or bring you into their conversations — and that often leads to work you wouldn’t have won alone. 5. Book one future conversation Relationships fade when we don’t nurture them — and one of the simplest ways to do that is by scheduling conversations before they’re needed. Each week, pick one person you’d like to stay connected with and invite them for a coffee, lunch or quick call. Why it works: The best BD conversations are the ones that happen before there’s a specific opportunity on the table. They’re lower pressure, more authentic, and often more revealing about what clients or contacts care about. Over time, they build a pipeline of trusted relationships you can draw on when opportunities arise. Make it stick: build accountability Even with small actions, consistency is the hardest part. The solution is to make them routine — block a recurring 30-minute slot in your diary each week and treat it as non-negotiable. A few ways to make that happen: Block the time: A recurring 30-minute slot in your diary each week is far more effective than waiting for ‘when you have time.’ Stack the habit: Link it to something you already do — e.g. a quick BD check-in before your weekly team meeting. Track small wins: Keep a simple list of who you’ve contacted or followed up with. Seeing it grow is motivating and helps you spot where you’re building momentum. And if you know you’re more likely to follow through with accountability — many people are — structured support can make a significant difference. Regular check-ins, tailored strategies and someone to challenge your thinking all make it far easier to turn good intentions into consistent habits. Build momentum before year-end Our BD Coaching & Consulting packages are designed to give you that structure, strategy and accountability — especially useful if you’re keen to build momentum as the year wraps up. We work with partners, senior counsel and senior associates to design practical, achievable plans and keep them on track, so the small weekly actions add up to meaningful
Unlocking associate BD: three contributions you’re missing that could drive your 2026 targets
Most leaders agree associates have a role in BD — but too often it’s limited to pitches or directory submissions. With 2026 targets looming, it’s time to unlock their real contribution. Here are three overlooked ways associates can directly support relationships and revenue. 1. Targeted network activation: turning dormant contacts into live opportunities Your associates are sitting on underutilised networks, and not just university or peer contacts. They often have touchpoints with the next generation: rising in-house counsel, junior contacts at key clients or intermediaries, and a wide array of LinkedIn connections they’ve never thought to filter through a BD lens. What your team may be missing: Encouraging associates to map their contacts against your priority accounts or sectors. Run small, targeted outreach campaigns that associates can lead (e.g. ‘I thought of you when I saw this update on [X]’). Assigning client listening roles in relevant matters to foster contact-building early. Why this matters: Associates aren’t yet tied to billing pressure in the same way as partners, and clients are more open than ever to junior-level relationship-building. 2. Insight-led input: using associates to spot client themes before your competitors do Associates spend more time in the detail of legal matters than anyone else on the team. This proximity to the real challenges clients are navigating makes them a powerful (and often underused) source of insight when planning BD campaigns or developing content strategies. What your team may be missing: Asking associates what patterns they’re seeing in current matters (e.g. emerging risks, regulatory gaps, repeat negotiation hurdles). Including associates in BD planning meetings — especially when brainstorming content topics or issues clients care about. Encouraging associates to flag client trends informally via email, Teams, or even a quick comment after a matter update — so insights aren’t lost in the day-to-day rush. Why this matters: When BD activity reflects what’s happening in practice, not just what the partnership thinks clients care about, it’s often more timely, resonant, and useful. Associates can inject relevance and credibility into your campaigns in a way that stands out. 3. BD skill-building that pays off now — not just when they make partner Many firms approach associate BD training as an investment in future rainmakers. But you’re missing short-term return on that investment if it’s not geared toward practical involvement today. What your team may be missing: Embedding associates in live client development activities, like preparing for relationship reviews, helping shape credentials decks, or attending relevant client events alongside partners. BD goal-setting in annual reviews, tied to real team metrics — not just ‘demonstrates interest’. Pairing associates with partners or senior associates in visible BD roles alongside partners. Why this matters: Associates who understand how BD works are more commercially astute on client matters, more proactive with ideas, and more invested in client outcomes. That’s the kind of mindset that drives current-year performance, not just future-year pipeline. Final thought: don’t just empower — equip and expect Unlocking associate BD isn’t about handing over a CRM login and hoping for the best. It’s about building a culture where their contributions are expected, guided, and recognised. If you want to hit your 2026 targets with confidence, your associates aren’t just part of the plan — they’re a multiplier waiting to be activated.
Tech-driven BD: How lawyers can leverage digital tools to win more work
The days of relying solely on client lunches, printed brochures, and ‘hoping for a referral’ are over. Business development in law is evolving – and fast. With shrinking margins, growing competition, and increasingly savvy clients, lawyers are under more pressure than ever to generate work proactively. The good news – from CRMs to content automation and AI-powered intel, the right digital tools can transform the way lawyers win and retain clients. Here’s how to use them. 1. Use a CRM that actually works for you Let’s start with the backbone of any BD strategy: relationship management. The problem? Most lawyers don’t track it. At best, they rely on memory. At worst, they forget altogether. A simple CRM (Client Relationship Management) system changes that. A CRM allows you to track interactions and activities, manage client relationships, organise your pipeline and streamline communications, ensuring nothing slips through the cracks. A solid CRM can help identify growth opportunities, keep you on top of follow-ups, and provide valuable insights into client behaviours. We particularly like tools like Dex and Folk – intuitive, visual, and built with networking in mind. What to track: Coffee chats and client catch-ups Key contacts within client businesses (not just GCs) Promised follow-ups or referrals Birthday or milestone reminders Business intel (e.g., ‘expanding into X market’) Pro tip: Set recurring reminders to check in with top contacts. 2. Turn LinkedIn into a BD engine Most lawyers are on LinkedIn, but very few are using it well. A strong LinkedIn presence isn’t about being an influencer. It’s about visibility, trust, and relevance. Here’s what to focus on: Optimise your profile (headline, ‘about’ section, and featured content) Post valuable insights relevant to your practice area or sector Engage with key contacts’ content (comment > like) Use search filters to identify people in your target client group Connect with a purpose – not just to grow numbers Use the intel to keep up with your short list – send personalised messages to your key targets to deepen relationships Pro tip: Spend just 10–15 minutes a week on targeted engagement. It’s low effort, high return. 3. Automate the admin (and stay top of mind) How many promising conversations have gone cold because of follow-up fatigue? Automation doesn’t need to be robotic. With the right tools, it can be human and consistent. Tools like Mailchimp, HubSpot, or even a smart Google Sheets + Gmail plug-in combo can help you: Send personalised follow-ups at scale Share updates or content with segmented audiences Create simple email sequences to stay visible after pitches or events And when it comes to content marketing – think beyond the firm’s newsletter. Personalised content from you (even a simple ‘thought of you when I saw this’ email) goes much further. Pro tip: Create a ‘light touch nurture’ list – people who aren’t ready to instruct you yet, but you want to stay on their radar. 4. Use AI to spot opportunities before they knock No, you don’t need to become a tech guru. But the AI available today can help you: Scan news or company updates for client intel (try Google Alerts + Feedly) Use tools like Clay or Folk to surface relationship prompts based on changes in your network Analyse engagement trends from LinkedIn to see what content resonates Draft initial BD content faster using tools like ChatGPT Pro tip: Set alerts for key clients or industries. Being the first to offer insight after a merger, expansion or hire = serious BD brownie points. Work smarter, not harder Technology doesn’t replace relationships. But it can make building and maintaining them a whole lot easier. If you’re: Struggling to stay on top of follow-ups Feeling invisible between matters Unsure how to build your pipeline while billing full time… Then digital tools aren’t a luxury. They’re a lifeline. Start small – choose one system, one habit, one platform. And if you need help building a BD approach that fits your practice and your personality – we can help. We’ve built tools and coaching plans specifically for lawyers ready to level up their BD. Book a strategy call
Keeping clients: how to stay relevant, useful and trusted
Winning a client is only the first step. Keeping them – year after year – is where the real work begins. Client retention isn’t just about being ‘good at the job’. It’s about staying relevant, proactive, and connected – even when things are going smoothly. We work with lawyers and BD teams across the UK, and we see the same pattern time and again:It’s not the dramatic missteps that cause client relationships to drift.It’s the slow fade. The missed moment. The lack of rhythm. Here’s how to avoid that – and build relationships that last. 1. Don’t wait for a problem to reach out Too often, communication is reactive – driven by instructions, deadlines, or issues. Clients want to feel like you’re thinking about them before they appear in your inbox. ✅ Schedule regular check-ins✅ Share a relevant article or update✅ Flag a change in their industry or a regulation on the horizon✅ Ask, “How are things going internally?” even when no work is on the table Reaching out before you’re needed shows you’re paying attention – and that you’re in it for the long haul. 2. Understand what the client really needs — not just what they asked for The best lawyers don’t just respond to briefs. They anticipate them. That means: Understanding the client’s business priorities – not just their legal ones Knowing how they’re measured internally Being clear on their pressures, board dynamics, and growth plans When you understand context, you can tailor advice, spot opportunities, and move from supplier to strategic partner. 3. Be consistent, not just brilliant One-off wins don’t build trust. Consistency does. The clients who stay are the ones who know what they’re going to get – in tone, quality, response times, and communication style. That might sound simple, but it’s easy to overlook. Especially when things are busy. Ask yourself: Are our interactions always clear and useful? Do we follow up when we say we will? Are we making life easier – or adding to their to-do list? Consistency builds comfort, and comfort builds loyalty. 4. Avoid the common pitfalls Here are some of the top causes of quiet attrition – and how to counter them:🚫 Lack of visibility: You only speak to one person at the client side.→ Action: Broaden your relationships across the business early.🚫 Too much ‘selling’, not enough listening→ Action: Make space for their concerns. Don’t just pitch – ask.🚫 No clear value between matters→ Action: Share insights, offer briefings, or invite them to sector events.🚫 Inconsistency after the initial engagement→ Action: Set and stick to internal service standards – even for familiar clients. In summary Client loyalty isn’t just earned through great advice. It’s built through trust, visibility, and value – delivered consistently over time.The lawyers and firms that retain clients for the long haul aren’t just technically excellent.They’re intentional.Proactive.And genuinely invested. If your firm wants to strengthen client retention – through training, BD planning, or coaching – we’d love to help. Book a strategy call Or explore how we support firms like yours here.