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.
Interview with Amy Ulliott and Cameron Purse – What makes an exceptional Legal 500 submission
In a recent survey by the Law Firm Marketing Club (further info below), 66% of law firm clients said rankings in the Legal 500 or Chambers were a part of their decision to choose a law firm. So in this month’s Trifecta, and with the 2026 deadlines fast approaching, we’re taking a deep dive into Legal 500 submissions – what makes a strong one, common pitfalls to avoid, and how to maximise your chances of ranking success. To give us an inside perspective, we’re joined by two Legal 500 editors: Amy Ulliott, Editor for the UK Regions, and Cameron Purse, Editor for London. Amy has conducted research across multiple jurisdictions and has also served as Caribbean editor and Nordic editor during her time at the Legal 500. Alongside his role on the London research, Cameron is also a key contributor to Legal Business’ private equity coverage, including the Private Equity Elite, which covers the top GCs in private equity. With their insights, we’ll uncover how law firms can refine their approach, highlight their strengths, and put forward the best possible case in their Legal 500 submissions. Strategy & approach 1. What are the key elements that make a submission stand out? Amy: The primary element we are looking at is the work, which should demonstrate consistent involvement in high-profile, complex and/or innovative matters. These don’t need to get bogged down in the legal details but should clearly and succinctly highlight the work handled and make the case as to why this is a standout matter from the last 12 months. Beyond that, we want to see evidence of great clients – both new and longstanding; team changes, and evidence of the lawyers’ individual credentials, all aimed at providing a well-rounded picture of the practice and its people. Cameron: A strong submission is a transparent submission. We want firms to be as upfront as possible – not only about their wins but about their losses too. If a number of partners have left, or a key client has gone elsewhere, we will invariably find out for ourselves. It’s always best to tell us directly. 2. How should firms balance showcasing individual lawyers versus the strength of the team? Cameron: There is scope within the guide to recognise outstanding practitioners, but our analysis is squarely focused on the bigger picture; the performance of the team as a whole and the ways that key individuals contribute to the firm’s wider success. Internally, we think a lot about bench strength as a key factor in our ranking decisions. We want to see a team that is well-balanced with demonstrable, active talent at all levels. Amy: On the individual front, the best way to get yourself noticed is to a) make sure a bio is included in the team information section of the submission; b) make sure you are featured in the matters highlights; and c) include referees that will respond so we receive testimonials on your work. On referees: “People often think putting the CEO forward is the best approach, when in reality these people are often too busy to respond. Focus on those who have the time, and who you’ve worked more directly with.” 3. What are some common mistakes you see in submissions that law firms should avoid? Amy: I think the biggest mistake firms make in their submission is not actually giving us the information the submission template is requesting. We have read countless submissions padded out with irrelevant matter highlights, non-active clients, marketing spiel and so on when in reality a direct and clear approach is much better. Cameron: While not specifically a content issue, please do get everything in on time. The process is complex and time-sensitive, and we’ll be in a much better position to review everything properly if we have it by the deadline. Client & referee feedback 4. What role does client feedback play in the ranking process, and how can firms improve the quality of the feedback they receive? Amy: Yes, client feedback plays an important role in our assessment, particularly of individuals, but it is not the deciding factor in our decisions. Firms won’t be penalised for a low volume of feedback or no feedback at all as we recognise that clients are often extremely busy. Cameron: All that said, we allow an unlimited number of client referees precisely for that reason. We really want to hear from them, and we would advise priming as much as possible that we will be getting in touch. 5. How should firms go about selecting and managing their referees to ensure strong responses? Cameron: The most important element is including people who will actually respond and who you have worked with in the period being assessed. We get quite a few responses from referees saying ‘I haven’t worked with this person in years’ so make sure it is a timely list. Amy: I’d also suggest considering how busy your clients are. People often think putting the CEO forward is the best approach, when in reality these people are often too busy to respond. Focus on those who have the time, and who you’ve worked more directly with. Data & supporting evidence 6. What type of evidence or metrics strengthen a submission beyond just case summaries? Amy: As we said before, a strong submission is one that fully addresses all of the question we’re asking. There are opportunities to provide details beyond the summary of the case – deal value, cross-border elements, opposing counsel etc. All of the elements of the template are there for a reason and providing us with that information adds significant value to the material we’re assessing. 7. How important is it to have publishable matters? Will it affect your ranking if all your matters are confidential? Cameron: We assess publishable and non-publishable work with the same weighting. We appreciate that, in some practice areas, publishable work is effectively impossible to provide. We create the distinction purely so that we know what we can and cannot reference in our editorial content. A firm will not be penalised for a submission
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.
Interview with Sarah Irwin – Personal brand & view from the other side
Sarah Irwin is a former General Counsel turned entrepreneur and community builder for in-house legal teams. At Tines, she built a fast, lean, and modern legal function from scratch across the US and Europe. Now, as the founder of ITGC, she connects legal professionals with the tools, strategies, and support they need to succeed. A LinkedIn influencer with 13,000 followers and a knack for simplifying legal operations, Sarah helps GCs and legal tech vendors boost efficiency, build their brand, and stay ahead in a fast-changing world. Here’s what she had to say on building a brand and here advice as a former client: Sarah’s take on personal branding 1. What is a personal brand anyway? For lawyers who aren’t sure where to start, can you explain what personal brand means and why it matters? Sarah: It’s the art of intentionally shaping how others perceive you. This is hugely important in modern business because finding clients has become very personalised in terms of marketing strategy. Everyone has automation/AI fatigue so they want to know the face behind the company more than ever. For lawyers, it’s really important to take control of your personal brand internally at work too, rather than allowing others to believe negative, lazy biases that we get tarred with. 2. Steps to stand out From your own experience building your personal brand as a GC and now as an entrepreneur, what practical steps can lawyers take to create a brand that feels authentic and builds credibility? Sarah: Being active on LinkedIn helped me shape my personal brand, and also helped me refine it as I transitioned from GC to entrepreneur. I always say, “be your authentic self so your tribe can find you”. Figure out what you’re an expert in, who you want to help with your expertise and what you stand for. Share educational content generously and consistently. [Instead of sending an essay] lead with the solution and outcome and ideally attach the advice as a memo, which we can file away! 3. Balancing brand and billable hours For junior lawyers juggling a heavy workload, how can they focus on personal branding without it feeling like an extra burden? Sarah: Turn it into an outlet that nobody but you can own, but that complements your day job as a junior lawyer. That way it doesn’t feel like work! When I was a GC and closed my work laptop, I got really excited about creating content for LinkedIn, or speaking at an event, or organising an ITGC event. The energy hits differently when you’re working on your outlet on a Saturday morning!! It enhanced who I was and what I did as a GC because it boosted my confidence and expertise. Junior lawyers could get involved with projects run by their regulatory body for instance (from pure academic ones to sociable to sport – if something doesn’t exist that you’re passionate about, offer to set it up and organise it, like a running club or book club!). What GCs really think 1. What catches a GC’s eye? In your experience as a GC, what made external lawyers or firms stand out when you were choosing who to work with? Sarah: (1) How commercial they were in understanding scaling tech companies (I was GC at a rapid scale Irish tech scale-up), and (2) the fact that they were able to make their deep subject-matter expertise relevant and relatable to our business. 2. Understanding the in-house perspective What do external lawyers often misunderstand about the pressures and priorities of in-house teams, and how can they bridge that gap? Sarah: Certainly when you’re scaling, some think we care about the letter of the law and hypotheticals more than we do. And that we have time to read essays. Therefore they email a legal essay including worst case scenario, risk, etc, when they should lead with the solution and outcome (and ideally attach the advice as a memo which we can file away!). I actually think, in many cases, they should try writing to us as though we were a lay client (the CEO or COO or whoever they see their “real” client as). I also think a lot don’t realise how much emotional support we are prepared to pay for – try asking and building it into your pricing. 3. The trust factor How can external lawyers build genuine trust with GCs and become their go-to advisers? Sarah: Showing you care about the individual, not just the wider business. Consistently showing a deep understanding of the GC’s business, industry and day-to-day challenges. Set up a regular cadence to check in (e.g. once per quarter) to run through what’s on the GC’s mind and any issues. Transparency around costs and timelines (and any limitations) goes a long way too. Sarah Irwin Sarah Irwin is a former SaaS GC and founder of ITGC, a peer forum for in-house legal professionals. Drawing on her experience building legal functions at scale-ups, Sarah now helps GCs create modern, efficient legal teams and advises legal tech vendors on strategy and growth. Find Sarah on LinkedIn here.
One thing for 2025
December is a whirlwind month for lawyers — closing deals before the year ends, attending festive events, and managing a diary filled with work-hard, play-hard commitments. With so much happening, business development often becomes a problem for “future you.” But a little forward planning now can make a huge difference, setting you up to hit the ground running in 2025. Here’s the good news: you don’t have to overhaul your BD strategy in December. A few simple actions taken now can ensure that when you’re back at your desk on 2nd January, you’re already ahead. Pick one to do this week — or tackle them all if you’re feeling ambitious! Send a thoughtful year-end message Action: Draft a short, personalised message to 2-5 of your key clients and referrers. Thank them for their support this year, share one relevant update (personal or professional), and wish them an enjoyable break & that you look forward to working with them in the new year. Identify key contacts for 2025 Action: Take a look at your team BD plans / any referrer plans. Make a list of 5 people you want to build stronger relationships with next year. They could be potential clients, referrers, or even teams/colleagues. Schedule a coffee or virtual catch-up Action: Set up at least one meeting in January with someone on your key contacts list. Get the ball rolling before the New Year by sending the invite now. Refresh your LinkedIn profile Action: Spend 15 minutes updating your profile. Add recent work highlights, a professional headshot if needed, and ensure your headline reflects your current role and expertise. Update your BD Plan Action: If you don’t have a BD plan, jot down a simple one-pager with goals for Q1. If you do have one, review it and outline 2-3 actions to take in January to keep it moving forward.
Building BD confidence: A candid conversation with Jonathan Grigg
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
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!
Making the jump to partner – Holly Goacher and Rachel Holdaway
We’re back, feeling (mostly) refreshed after the summer break, and we’re starting strong with a double interview just for you. We had the pleasure of speaking with Rachel and Holly, both partners in the real estate team at Cripps. Rachel made partner in 2022, and Holly joined the partnership in 2020. They share their journeys to partnership, discussing the challenges they faced, the skills they developed, and the lessons they learned along the way. For all our aspiring partners, keep reading, this is a good one. Was there a moment when you knew you were ready to become a partner? Rachel: I reached a stage where I was undertaking a team management and supervision role which was akin to or even beyond what some existing partners in the team were doing. Given my age at the time, I probably wouldn’t have gone for promotion to become partner unless it was recognised by other partners that I was ready for this next step and who encouraged me to submit my application for promotion. Holly: The short answer is – no! When it was first mentioned to me that perhaps I would like to consider joining the Partnership I felt nothing but uncertainty. I thought I can’t be ready for this, surely?! I was pretty early on in my career in terms of post-qualification experience, and in my mind being a partner meant being technically excellent as a result of years of experience. But taking a step back, looking at my contribution to our team, my commitment to the business and our clients, and my enthusiasm to learn and grow I can see now it was the right time, and I am glad I took the plunge. What are the top three skills you believe helped you most in reaching partner level? Rachel: (1) Being receptive to change (2) Having a “can do” attitude (3) A good reputation, both within the firm and externally, as being someone who is proactive and responsive. Holly: Energy, enthusiasm and a real passion for the work and the firm. I feel a huge sense of loyalty to my team and I have always loved the legal work, which is a big part of why I think partnership was identified as a route for me. It is so important when considering a partnership to ensure the culture and values of the firm are a fit for you, because without that it will be really difficult to maintain these things. What BD or marketing tactics generate the most success for you? Rachel: Building relationships with existing networks and, in particular, the next generation within client’s businesses whose careers are at a similar stage to mine. Holly: Business development and marketing can be viewed as this formal, stuffy thing, but making connections with people outside of the deals you are doing is really enjoyable and that’s what creates the lasting relationships. I want to work with people who I get on with, and I am sure everyone feels like that, so making an effort to really get to know people, being personal, is where I find I have success. What’s one tool or resource you’ve found invaluable for keeping track of business development opportunities? Rachel: LinkedIn and Green Street News Holly: Business development is everywhere, all the time. The most invaluable thing for me is always thinking about where that next connection could be – it might be speaking to a waiter while having dinner and it turns out they are planning to open their own restaurant. That’s an opportunity! What changes have you noticed in your responsibilities or mindset since becoming a partner? Rachel: A greater emphasis on leading by example and being aware of the influence/impact I can have on others. Holly: I absolutely agree with Rachel. As a partner, you set the tone in the team, so you have to consistently show up and put others first. Suddenly rather than being led, you are the leader. That is a huge mindset shift. “You soon realise that even your superiors still feel imposter syndrome at times.” What personal qualities do you think are essential for a partner to succeed in today’s legal landscape? Rachel: Having a deep understanding of our client’s business needs, the markets in which they operate and the challenges which they face. Holly: When I started to explore the role, I focused on the three main elements to being a partner, and having these in my mind and working on them all the time is what has helped me in continuing to grow in the role. These are technical excellence, demonstrating business development and team management. Being willing to learn in all of these areas is essential. Looking back, is there something you wish you had learned earlier in your career that might have made the path to partnership smoother? Rachel: Having imposter syndrome is completely normal and actually quite healthy! You soon realise that even your superiors still feel imposter syndrome at times. Holly: Definitely! That uncertainty I described was alleviated as I thought more about taking that next step in my career and talked it through with other partners, but it never really disappears. So long as I acknowledge and understand it, that’s part of what makes me hungry to always be improving. I also keep a little note on my phone so when I do something that’s particularly well-received or has pushed me outside of my comfort zone, I add it to the note. Then, when I’m feeling a bit unsure of myself I read it, and it gives me a boost of confidence to keep going for it. What advice would you offer to someone aiming to make partner within the next year? Rachel: Look at the requirements for promotion now and keep regular notes as and when you do something which you believe meets the necessary requirements to become a partner. This, in the long run, will make
Summer approved low-effort BD activities
It’s so easy. You hit the summer period, immediately take your foot off the gas in terms of BD and vow to pick it all back up again in September. The problem with this approach is twofold: 1) if, like us, your practice quietens down, then you’ve missed out on an opportunity to do some solid BD, and more importantly, 2) you might be setting yourself up for a difficult Autumn if you haven’t already built your pipeline. Having been there already my advice would be to do a few small things well, so you’ve sown the seeds ahead of the September rush (and you can still enjoy the sunshine). Here are 6 simple things you can do to keep things moving over summer, which won’t eat into your time: Test the waters with LinkedIn: If you haven’t already gotten into the swing of posting regularly on LinkedIn, then summer is the best time to hone your skills. It’s quieter, and so there should be less pressure to get it perfect. The most important thing is just to start. Read our interview with Sarah Ouis, LinkedIn legal guru here Check in with clients: Summer is an excellent time to reconnect with clients (including lapsed ones). Schedule informal catch-up meetings or calls to see how they’re doing and if there’s anything you can assist them with. This shows your ongoing commitment to their needs and helps keep you top of mind. If you don’t know what’s coming up for them in Autumn then now is the time to ask. Focus on cross-selling and referrals: As it’s quieter for most people, this is a great time to chat with your colleagues and intermediaries about cross-selling and referral opportunities. Discuss potential clients or cases where you can offer additional services. It’s amazing what work you can generate from a few Teams calls. Read our interview with Charlie Lawson, expert unnatural networker, here Review your BD and content plans: Take advantage of the summer slowdown to review and update your BD and content plans (if you have them, if not, create them). Be honest about what has worked so far this year and what hasn’t. What you enjoyed and what you didn’t. Tweak your strategies accordingly to align with your goals for the remainder of the year. Read our interview with Kerry Jones, executive coach, on goal setting, here Get prepped for the legal directories season: No one we know actually does this, and we’re not sure why. Summer is the perfect time to start preparing for the legal directory submissions. The deadline will come around quicker than you expect and it’s often a painful and time-consuming process. Gather your best case studies, key achievements or names of your happiest clients. Early preparation ensures that you’re not scrambling at the last minute and can present the strongest possible case for your inclusion. Read our interview with Simon Christian and Al Marsh, Chambers editors, here Apply the DCM Insights activator research to your practice: This research was revelatory, and as a result, lots of firms are changing their BD training. If you haven’t already worked out which personality type you are and how you’re going to become an activator then start with this article: https://trifecta-gfc.ck.page/posts/build-a-solid-personal-brand-and-a-client-following-with-these-tips