Stepping up to partner: what no one tells you (but should)
Making partner is a huge career milestone. But here’s the truth: it’s also one of the most misunderstood transitions in the legal world. It’s not just a promotion. It’s a complete shift – in expectations, responsibilities, and how you show up. In our latest report, we spoke to junior partners across a range of UK firms about what that shift really felt like. What helped. What didn’t. And what they wish they’d known earlier. Here’s what we heard. 1. The “visibility trap” is real Many new partners feel pressure to suddenly become the “face” of the firm – leading pitches, speaking at events, growing a profile. But they often step into that spotlight without much warning or support. So what can help ease you into this transition? Start small before promotion – internal showcases, informal webinars, or client conversations where you can build confidence and presence in a low-risk setting. 2. Business development is no longer optional As a senior associate, BD might feel like something to squeeze in between deadlines. As a partner, it’s fundamental. But too many firms offer little clarity on what “good BD” looks like. New partners are often handed a target and a budget, with little training or coaching to back it up. One partner put it simply: “I was suddenly expected to bring in work, but no one had shown me how.” The most successful new partners didn’t wait. They started building relationships early – hosting events, showing up on LinkedIn, getting in the room. The common thread among these: consistency over perfection. 3. Internal shifts can be just as tough Your colleagues change when you become a partner. Associates become your reports. Peers become competitors. And you’re no longer “invited in” – you’re expected to lead. The key is clarity. Be upfront about your focus, goals, and where you want to add value. Build trust early with internal referrers – those early connections will often feed your first year of work. 4. Support makes a difference – but it’s rare Very few partners in our interviews described receiving structured support from their firm. What did help was: Being brought into pitches early Shadowing experienced partners Honest conversations about what success looks like Individualised coaching, not generic BD training The bottom line is that BD support needs to start earlier and run longer. It’s not a one-off session. It’s a mindset shift that deserves time and attention. 5. Everyone’s path looks different There’s no single way to “do” business development. And that’s okay.What matters is finding what works for you – whether that’s hosting events, writing content, nurturing referrers, or deepening a niche network. Trying to copy someone else’s style rarely sticks. Instead, successful partners built habits that felt sustainable and authentic. If you’re an associate thinking about partnership… Start acting like a partner now. Ask to join pitches. Build your visibility (and confidence) before the pressure is on. Treat BD like billing – track it, schedule it, review it. If you’re a firm supporting new partners… Be clear about expectations early Offer structured support in the first 12–24 months Recognise that BD looks different for everyone – and that’s a strength, not a problem Want the full report? It’s packed with direct quotes, actionable advice, and real stories from junior partners across the UK. Download the Stepping up to Partnership report here.
More than a title: the realities of making partner
Interview with Darren Hooker, partner at Capsticks. In this series, we speak to junior partners about the reality of making the step up. Darren Hooker, partner at Capsticks, talks to Gemma about what it was like to build a new practice from scratch, how becoming a partner changed the way he approaches BD, and why success starts with being clear about your ambition – and backing it with action. Gemma: So what would you say was the biggest shift, generally, when you moved to partnership? Darren: That’s a good question. I suppose I’m in a relatively unique position in that I joined as a new partner, and I joined a firm that did social housing work in a broader sense, but not the specific niche area that I do. I was brought in to effectively start that team. I’d come from an established practice, and work would just come in. You could sit at your desk, and it would land on your lap. So, the biggest change started with the basics, such as building marketing lists. More generally, it’s the switch from being a fee earner to doing more marketing. I’ve always enjoyed marketing, but as a senior associate, your pressure is to bill six hours a day and make X amount per year. As a partner, you realise you shouldn’t be billing that much – you should be giving work to juniors and spending time on profile raising, meeting people, and other intangibles. Gemma: Did you have much training in BD or marketing as you progressed up the ranks? Darren: Yes and no. I’ve had training, but if I’m honest, none of it was particularly comprehensive. I don’t think you really understand what marketing is all about until you’re in the position I’ve been in this last year, where you really understand what you’re trying to achieve with it. For a lot of fee earners, what they consider to be marketing is that they’ll write an article every three months or so. Whereas when you’re thrust into the position of building a practice from zero, you have to think much more strategically about what you are actually trying to achieve with the marketing effort that you’re putting in. So yes, I’ve had bits of training, but being thrown in the deep end and having to figure it out myself has been the biggest help. When you’ve actually got a specific target to work towards, for example ‘I need to build a practice that’s worth X’, then you can backwards engineer it and realise that I need to be speaking to these people, I need to be approaching them, which gives you a much more targeted approach. I think for a lot of people, it can be the other way around, in that they’re not really thinking about what they’re getting out of marketing or what they intend to get out of it. They just write an article. Gemma: It can still be useful to go through that process because you start to get a feel for what works and what doesn’t when you’re still practicing and honing your craft. Do you agree? Darren: I agree. It’s good habit creation. And when I was in more junior roles, people would talk a lot about profile raising. I keep going back to this idea of writing articles because I think it’s almost a bit of a cop out in terms of marketing, as unless you’re getting it to the right people, it can be meaningless. I’ve written hundreds of articles over my career, but I look back on a lot of them now and the firms I’ve previously been at, where there was no data analytics – for example, who is opening this, who is clicking through on it, who is it being sent to. As I say, I think people just mistake writing an article for marketing, although it can be successful. However, I don’t feel like there’s often enough conscious thought around why am I doing it, who am I trying to reach, and what are the successful outputs from this? I think particularly when you’re junior, it seesaws between the two. On the one hand, you have people giving very high-level nebulous outputs like ‘build a profile’. On the other hand, you’re also expected to hit specific targets. As an example, when I started out, you’d go to conferences with business cards, and you were under pressure as a very junior person to make five contacts and give out five business cards or whatever it was. I don’t think either target is particularly helpful because one is so vague and the other is probably unrealistic for a lot of junior people who walk into a room of unknowns where they don’t have any gravitas. I suppose it’s just coming up with more realistic outputs in terms of what you’re going to achieve. Gemma: Are there any tactics that specifically work for you that you’re fully committed to? Darren: I’ve actually drawn up my own marketing plan. My approach breaks down into categories: learning the law (obviously), building reach, developing contacts, positioning myself as a thought leader, identifying targets, maintaining relationships, and then ultimately, selling. Everything I do has to fit into one of those categories. A webinar or article, for example, helps build reach and profile – but it doesn’t sell. That’s fine, but you need to do all of it: webinars, articles, and face-to-face meetings. And I do believe there’s no substitute for face-to-face, because it’s only once you’ve made that personal connection with someone that they will then give you work. People don’t read your article and say, “I’ll instruct him because he wrote a nice article or did a nice LinkedIn post”. Obviously, that is important. It builds the profile; it puts you in their mind. But then you have to actually meet them – ideally face to face, but at least virtually – so that you can then develop the relationship and then
Upserving: A smarter approach to legal BD
In To Sell is Human, Daniel Pink introduces the idea of upserving – doing more for the client without necessarily pushing for a bigger sale. Unlike upselling, upserving isn’t about expanding scope or inflating a proposal. It’s about helping the client make better decisions, spotting opportunities they may not have considered, and ultimately delivering more value – whether or not that leads to an immediate commercial benefit. For many lawyers, the biggest barrier to business development is the fear of coming across as salesy. But upserving reframes the conversation. When the starting point is genuine curiosity and a desire to help the client, it no longer feels like selling – it feels like doing your job well. Practical ways to upserve in legal BD Use client conversations to uncover what’s next: Ask about upcoming challenges, not just current issues. For example: “What’s on your radar for the next quarter?” Share insights that are genuinely useful: Not a generic newsletter – but a tailored article, short briefing, or trend update based on a conversation you’ve had. Spot internal needs beyond your usual contact: If you’re working with the legal team, could HR, procurement or compliance also benefit from advice? Connect the dots: Introduce them to someone facing a similar issue. Or invite them to an event where they’ll meet useful peers. Anticipate – don’t just respond: If you know the business is scaling, offer to talk through their future structure. If you see a risk, flag it early. The more curious you are about your client, the more valuable you become.
Revisiting the archives: How to actually become an Activator
Back in November 2023, we shared research that struck a chord: the 5 business development profiles found in law firm partners – with one clear standout. The Activator. To recap, here are the five profiles from the Rainmaker Genome Project: Expert – known for deep technical knowledge Confidant – builds strong one-to-one relationships Activator – proactive, networked, always moving things forward Debater – thrives on intellectual sparring Realist – steady, pragmatic, and grounded While every partner shows traits of each, the Activators outperform everyone else on revenue. In fact, recent data shows partners with Activator behaviours can bring in up to 32% more than others – but only 22% of surveyed partners fall into that category. After working with hundreds of partners over the years, we’d like to think we know an Activator when we see one. One great example? A partner we’re currently supporting runs a monthly roundtable for his clients. It’s not a sales pitch. In fact, selling isn’t allowed. The goal is to upskill his clients, bring them useful insights – and most importantly, connect them with each other. He’s the one making the intros. He’s the one creating the space. And, no surprise, he’s the one they all turn to when they need legal support. So, how do you become more like that? Here’s your cheat sheet: 🔹 Don’t wait to be asked. Reach out with ideas, share insights, offer help – even when there’s no deal on the table. 🔹 Keep your network warm. Regular, low-pressure check-ins go a long way. 🔹 Build your pipeline consistently. Even if it’s just 15 minutes a week, make time for it. 🔹 Follow up. More than once. Activators don’t leave good conversations hanging. 🔹 Be visible. Whether it’s on LinkedIn, roundtables, or client alerts – be known for something valuable. The good news is that you don’t have to be an Activator to act like one. These behaviours can be built, one habit at a time. If you missed the original post, give it a read here. And if you want help building your own Activator plan, you know where to find us.
Making partner: What no one tells you
Making partner: What no one tells you Interview with Leanne Wright, partner at Osborne Clark. For many lawyers, making partner is the dream. But what happens after the celebration? In this edition of Making the Jump to Partner, Leanne Wright, partner at Osborne Clark, shares what really changed when she stepped up – from the unexpected pressure to prove herself to the BD challenges no one talks about. She also reveals the one piece of advice she’d give any lawyer who wants to make partner (and why she believes it’s worth it). Gemma: You recently made the jump to partner. What was the biggest shift for you? Leanne: The biggest change was suddenly feeling completely responsible for my own work. As an associate, I always had work coming in. But on day one as a partner, it felt like I had zero. There wasn’t external pressure to immediately build a huge practice, but I put that pressure on myself. I had written a business case saying, “These are my clients, this is what I’m going to do,” and I felt like I had to prove it straight away. Gemma: That must have been a big adjustment. How did you navigate it? Leanne: The biggest thing I underestimated was the support I’d get from other partners. A lot of my work in the first year came from partners who already had big practices and didn’t need every deal. They invited me to pitches, shared credit, and gave me opportunities to get in front of clients. That gave me time to start building my own practice. Gemma: So internal relationships play a big role? Leanne: Absolutely. One of the best things a new partner can do is take time to understand what other teams in the firm are doing. As an associate, you’re focused on your own practice area, but as a partner, you need to see the bigger picture. Understanding what the firm is trying to achieve helps with business development conversations and makes you look like someone who knows how to connect the dots. Gemma: How does gender play a role in BD? Leanne: One of the biggest mistakes firms make is not considering gender when supporting lawyers in business development. In corporate law, where work relies heavily on referrers, the traditional advice is, “Go for a drink with your counterpart at the bank or fund.” That works for men. But when I was a junior lawyer, inviting a male contact for a drink sometimes got misinterpreted. Men can send a WhatsApp that just says “Pint?” and it’s fine. Women have to phrase it carefully – “I’d love to catch up and hear about what your business is working on next.” The reality is, if it’s uncomfortable, you just don’t do it. And if you don’t do it, you miss out on BD opportunities. That’s why BD remains one of the biggest barriers to female progression. Gemma: That’s a huge issue. How did you work around it? Leanne: I started doing BD in pairs. If a partner was going for drinks with a contact, I’d ask if they could bring a junior and I’d do the same. That way, it was a group setting and felt more natural. Firms need to think about how they help women navigate this, rather than just saying, “Go network.” Gemma: Now that you’re a partner, do you feel more pressure? Leanne: My day-to-day is actually easier – I don’t get 20 emails a day from senior lawyers asking me to do things. I can delegate more. But the overall pressure is much higher. Now, I worry about my team, the quality of our work, how we’re positioning ourselves with clients. It’s no longer just about my own workload – it’s about the business as a whole. Gemma: If you could give one piece of advice to someone who wants to make partner, what would it be? Leanne: Do it. A lot of people hesitate about making partner, but it’s an adventure. The biggest skill you need is self-awareness. Once you make partner, nobody tells you what to do anymore – that’s both freeing and terrifying. If you don’t know who you are or what you want to achieve, you can get really lost. For me, it wasn’t about having the biggest practice. I became a partner because I wanted a seat at the table. That’s what kept me grounded. Leanne Wright is a partner in Osborne Clark’s Private Equity team, focussing on advising founders and management teams on private equity transactions.
Business development for lawyers: 5 expert tips for a successful 2025
Now that we’re fully back into the swing of things after the Christmas break, it’s the perfect time to refocus on your business development approach. Whether you’re setting ambitious revenue targets or simply aiming to build on last year’s efforts, a strategic approach can make all the difference. To help you stay on track, we spoke to Kerry Jones, Executive Coach for Professional Services and Founder of Kerry Jones Coaching. Kerry has supported countless lawyers in setting and achieving meaningful BD goals. Here are her top five tips for business development success in 2025: 1. Start with honest self-reflection “The first exercise I do with my lawyer clients is to help them ‘take stock’.” Before setting new BD goals, take time to review the past year. Reflect on key questions such as: What went well? What did I enjoy doing? What didn’t go as planned? Taking stock of your successes and learning from any setbacks will help you set goals that are both achievable and relevant. Honest self-reflection provides a strong foundation for creating a purposeful BD plan. 2. Set goals that excite you “Ask yourself: ‘Do these goals excite me? Do I REALLY want to achieve them this year?’” The best goals are those you feel passionate about achieving. Kerry emphasises the importance of choosing goals that resonate personally. Think about what success means to you and why it matters. Common BD goals for lawyers might include: Reaching specific income targets Expanding your client base or securing new types of clients Increasing visibility, both internally at your firm and externally in the market When your goals are aligned with your personal motivations, you’ll be more driven to achieve them. 3. Build accountability into your plan “Accountability is a game-changer in both personal and professional life, so it makes sense that if we really want something, we build it in.” To stay on track with your BD goals, accountability is key. Kerry suggests setting regular check-ins with a peer, mentor, coach, or even yourself. Here’s how to build accountability: Conduct quarterly reviews to assess progress and adjust your plan if needed. Find an accountability partner who can support and motivate you. Reward yourself when you hit major milestones – it’s important to recognise progress and celebrate wins. 4. Establish a morning routine “Taking time (even 15 minutes) for yourself each morning to journal, think about the day ahead, and connect with what you are feeling is a game-changer.” Starting your day with a positive morning routine helps you set a clear intention for your BD efforts. Whether it’s journaling, reviewing your goals, or prioritising tasks for the day, a small daily habit can have a big impact on your productivity. Kerry advises using this time to tackle difficult tasks early, ensuring your focus stays on what matters most. 5. Break down big goals into manageable milestones “A good number of goals is around 5-8. This keeps them meaningful.” Large BD goals can feel overwhelming if you approach them as one big task. Kerry recommends breaking them down into smaller, actionable milestones. For example: Break yearly goals into quarterly or monthly objectives. Focus on hitting small, manageable targets that build momentum over time. This method not only makes your goals more achievable but also helps you maintain motivation throughout the year. Ready to get started? Let’s talk! If you need help coming up with a tailored BD plan or think you’d benefit from some personalised BD training, get in touch. Whether it’s setting meaningful goals, building your network, or improving your visibility, we can support you in achieving BD success this year.
How to make the most out of your legal directory rankings
Legal directory rankings are worth so much more than a humble brag a couple of times a year. Given that they take BD and lawyers an obscene amount of time to compile, it seems like a missed opportunity just to use them for marketing purposes. If all you’re doing is updating your website or sharing an “I’m delighted to be ranked” post on LinkedIn, you’re missing out on some serious business development opportunities. Here’s how you can make your rankings work harder for you: The basics 1. Share on LinkedIn While we joke about the ‘humble brag’, sharing your rankings and testimonials does make marketing sense. Some tips for maximising the post: Include one or two testimonials Ensure you have sufficient spacing between paragraphs to make it easier to read Tag the Legal 500 or Chambers in your post Make sure to thank clients and intermediaries (it’s good manners) Link to the webpage of the ranking (though please note that linking to pages outside of LinkedIn may impact your reach If your firm has created imagery be sure to include this – posts with images tend to fare better 2. Add to your website profile Adding the logos, rankings, and some testimonials is something run-of-the-mill for most firms, and it’s a sensible approach – directory accolades are external validation and are something that can sway some clients. 3. Add to your pitches and proposals As with the website, rankings are an excellent way to build credibility in pitches and proposals. Incorporate relevant quotes and logos from the directories to show how your strengths align with a potential client’s needs. 4. Use in your marketing collateral While the tendency is to just add logos or quotes onto marketing brochures, there is absolutely no reason why you cannot include a quick note in your regular newsletter about your rankings. Go further than the usual content and perhaps link it to an anonymised case study. 5. Add to email signatures This one doesn’t need any explanation really. Our tip is if you’re going to add them to your email profile ensure that you have a page set up on your website which talks about your rankings and has a clear user journey mapped out after this (i.e. you’ve thought about where you would like your audience to go next). Linking to the Legal 500 or Chambers & Partners just directs your website traffic elsewhere and potentially to your competitor profiles. Next level 6. Use it as an excuse to connect with clients and intermediaries Your ranking is a perfect excuse to check in with clients and intermediaries. At the very minimum you should be sending a personalised thank you note to each client or contact that agreed to be a referee, but you should also be using this as an excuse to catch up, continue the conversation and learn (and possibly win work). 7. Analyse your market The directories have a wealth of information that firms rarely use. Think about: What trends are emerging in your practice area/sector? What are your competitors doing? Who’s climbing the ranks, and why? Use this data to help you spot new opportunities and areas where you need to improve. 8. Learn what clients are really interested in Client feedback (and not just your own) is hidden gold, in our opinion. Personally, I love to know why clients are raving about my competitors and benchmark myself against them. Law firms should be doing the same thing. A note on best practice Keep a Database for Future Legal Directory Submissions This is aimed more at BD and Marketing teams, but the last-minute scramble by organising your testimonials, client feedback, and rankings in one place. By keeping a central repository, you’ll be able to not only track how your rankings evolve over time but also make your lives easier. Start preparing now If you haven’t already started thinking about the process for the upcoming 2026 legal directory submissions – start now. Chambers & Partners has some deadlines as early as November. If you’re a lawyer start thinking about your biggest and best matters from the last 12 months, and any clients or contacts who might be willing to give positive feedback about you. If you’re in BD start pulling the data, case studies, check on the recent changes to the submission templates and enjoy the calm before the storm!
Short on time? 6 quick BD tips that won’t eat into your chargeables
BD is often ruled out or put off by busy lawyers because it’s seen as too time-consuming. Don’t get us wrong – it can be – writing articles takes time, speaking at events (if you include the prep time) takes time, and preparing a bespoke training for a key client takes time. When done well, though, BD doesn’t have to be hugely time-consuming and it can still reap rewards. Here are some quick wins if you’re tight on time but still need results: Active on social media? Check the engagement on your most recent posts – are there people in your target market who have liked or commented on your post, or even better connected with or followed you? Drop them a line to say thank you and start a conversation. (NB: We win 20% of our new business using this method alongside our content. Remember, BD is all about building relationships; don’t sell, just be interested and genuine.) Get someone else (a BD professional) to do a client listening interview with three of your key clients (tip: part of the conversation needs to be about opportunities and the client’s future plans) Check your CRM list for lapsed or quiet clients you haven’t spoken to for 6 months. Contact them to see how they’re getting on – you’d be surprised how often this prompts someone to instruct you or ask your advice on something that’s been sitting on their desk for a while. Ask your best clients for a testimonial or, better still, an introduction (hint: if your relationship is as strong as you think it is, this shouldn’t be uncomfortable). Don’t just file the testimonial in your inbox – share it: LinkedIn is a simple yet easy way to shout from the rooftops about how good your client service is, and it gives you the opportunity to share more about the project/matter/client if confidentiality allows. Check your firm’s recent publications, tools and initiatives – is there anything that might be useful for your clients or prospects? Pick up the phone or send a ‘saw this and thought of you’ email and explain why you think this might be useful to them – keep it brief and full of value – what does it do for them that they don’t already have? Ask your best intermediaries for a referral (tip: someone needs to keep track of what you’ve sent out and what you’ve had back in). Clients are much more likely to buy if they’ve been referred and come with the seal of approval. Our advice to lawyers is to always focus on the output of their activities and keep the input consistent. But don’t worry—if you’re not spending three hours a day on BD, you can still get results. In as little as 30 minutes a day, you could move the dial on your practice. If you’re looking for other BD best practice tips, check out our monthly newsletter Trifecta, which offers simple and actionable advice to lawyers.
Why follow-up is often more important than the BD activity itself
If we could train lawyers on one thing, it would be the importance of following up (and being unashamed about it). It’s so often overlooked in favour of the next opportunity, usually before the lawyer has capitalised on the first opportunity, and if left unchecked, it will result in BD burnout (and not a lot of work). An example: You meet an interesting person at an industry event. You hit it off and agree to follow up in due course about some of the things you discussed – they had a specific issue that falls right in your wheelhouse. You mark the event as a success – it generated at least one opportunity. A few days later, you send a tailored email referencing some of the things you discussed and suggesting a call to work out how you might be able to help. You don’t hear back. You feel uncomfortable and wonder whether you had your wires crossed; maybe they weren’t really interested in your services? Maybe they looked you up and weren’t impressed by your website profile? Maybe they no longer have an issue and don’t need your support. You leave it, thinking, ‘If they’re interested, they’ll get in touch’. The chances are they won’t get back in touch. Because they’re busy, not because they’re not interested, don’t need your services or weren’t impressed by you. Think of how many times you’ve forgotten to respond to a loved one or a close friend – the most important people in your world. It’s only natural that potential clients are equally as busy and distracted. A wise person once said to me: ‘we are shepherds of the whole process’. Follow-up is a bit like a muscle that needs to be worked before it becomes accustomed to certain exercises – the more you do it, the more natural it will feel. It will likely feel uncomfortable at first, as if you are bothering the other person, but trust me when I say this is how business is done. How to nail your BD follow-up: The easiest solution is to book in the next interaction before the first one is finished. Agree on when you’ll speak next and send the appointment straight afterwards. If not: Add the contact on LinkedIn if you haven’t already with a personal message Diarise to get back in touch after your first contact, a maximum of 7 days later Set aside a couple of hours – email, send a message on LinkedIn or pick up the phone If you’re feeling particularly uncomfortable, spend some of that time researching the contact’s industry and come up with something in your armoury e.g. a useful report (I particularly like to use LinkedIn for this – using it to source something to reference such as ‘I saw you were at [x] last week, I couldn’t make it’ etc) Do this at least one or two more times, leaving more time in between each follow-up I usually recommend three follow-ups, more if one was sent during half term/summer/Christmas It’s as simple as that. Instead of focusing on your own narrative or limiting beliefs, send that follow-up – you have nothing to lose and everything to gain. We often tell the partners and associates we work with that we’d rather them do one thing well with strategic follow-up than five things without any follow-up; it’s where the magic happens.
Lawyers: Why marketing alone won’t win you clients
Converting clients in the legal industry can often feel like a game of hit or miss. Competition is fierce, and new client instructions are the holy grail, yet too often, lawyers haven’t been taught how to build their own practice until there’s a pressing need to do so (i.e. bring in clients). One way to make sure you land more hits than misses is to not fall into the trap of spending too much time effort on marketing at the expense of your business development (BD). Being a successful lawyer requires so much more than a strong grasp of the law – you need to be able to bring in work and do it consistently. It’s so easy to just focus on marketing 𝘰𝘳 BD, but if you do, you can find yourself with: a) an engaged audience who aren’t warm enough to become clients, or b) immediate clients without a pipeline for the future. The two activities are definitely interlinked but play different roles in building a pipeline and client base. Here’s a breakdown of the differences, and why you shouldn’t be doing one without the other. BD: The personal touch BD in a law firm context is all about the personal touch. It involves one-on-one interactions with clients, prospects, and key contacts. Here’s why it’s so important: 1. Client-centric approach: BD revolves around nurturing existing client relationships and establishing new ones. It’s about understanding your prospects’ and clients’ needs, anticipating their legal requirements, and providing tailored solutions. Put it into practice: Schedule regular client meetings to discuss their legal needs and concerns, but most importantly, to chat with them on a human level. Listen actively, ask open-ended questions, and demonstrate your commitment to understanding and helping them with the challenges they’re facing. 2. Revenue Growth: BD efforts directly contribute to revenue growth. This means identifying cross-selling opportunities, collaborating with colleagues from different practice areas, spotting potential areas of expansion for your firm and converting prospects into clients. Put it into practice: The best place to start BD is at home (your own firm). Networking with colleagues from different practice areas is as important as with external contacts. Identify opportunities to cross-sell services to existing clients. 3. Building relationships: BD involves actively expanding your network. Building strong connections within your practice area or industry with potential clients and intermediaries is key to opening doors for new opportunities. Put it into practice: Attend industry-specific events. Follow up with new contacts promptly and consider organising or inviting them to firm events or for a coffee to showcase both yours and your firm’s expertise. Marketing: the bigger picture Marketing, on the other hand, takes a more holistic approach. It’s about creating a brand presence and crafting messaging that resonates with a broader audience. Here’s why it matters: 1. Brand visibility: Effective marketing enhances your law firm’s visibility and reputation. It ensures that your firm is recognised and trusted by a wider audience, which can lead to increased referrals and new client enquiries. Put it into practice: Start building your personal brand on LinkedIn. Share regular content and engage with people in your industry – this is a great way to showcase your expertise (and personality). 2. Thought leadership: Marketing through thought leadership trumps flyers/brochures every time – it’s a way of demonstrating your expertise rather than asserting it, positioning you and your firm as an expert. Put it into practice: Write articles or blog posts on emerging legal/industry trends and share them on your website and LinkedIn. Note: getting your article placed in an external industry-focused publication will always have more impact than just publishing onto your firm’s website/ LinkedIn company page – it will reach a wider, often more engaged, audience and adds to brand credibility. Why understanding the difference matters and how to implement it Marketing sets the scene and gives you credibility, whereas BD helps you to turn it into a conversation, and in time, a relationship (and hopefully revenue). Understanding the difference matters because it gives you the ability to cover both angles, in an environment where so many do one or the other. This goes some way to giving you a competitive edge. Interested in finding out more about how to do better BD? Read our article: Unlocking the secrets of rainmaker partners: the Activator approach or if you’re more visual check out Gemma’s recent LinkedIn post here.