Fit Over Formula: Coaching, Training and Inspiring Lawyers to Build Business

Lawyers didn’t go to law school to learn sales. So when firm leaders say, “You need to start doing business development,” or “Go build a book of business,” many lawyers feel uncertain and, often, reluctant. They know it matters, but they don’t know what it looks like in practice. And they struggle balancing taking time away from billable work for an activity that might pay off in five (or more!) years.

That’s where coaching and training come in. The most effective approaches don’t force people to follow a formula or mimic the firm’s top rainmakers. They help each lawyer identify strategies that fit who they are, who their clients (and potential clients) are and how they work best.

Pulling from our years of experience working with new associates to established partners, below are some suggestions for tailoring coaching and training for your talent.

Coach to the Person, Not the Playbook

A coach helps lawyers sort through the noise and find their own voice. It’s tempting to start with a checklist of activities and have everyone start making plans for networking events, LinkedIn posts, thought leadership, client lunches, etc. But a better approach is to help them determine which of those activities they will do well and then prioritize accordingly.

A lawyer may hate big receptions but enjoy connecting with people in one-on-one settings. Great, build a plan around small dinners or coffee meetings. Got someone who dislikes writing but is a natural presenter? Help them brainstorm opportunities to co-present a Continuing Legal Education (CLE) event with a colleague — or, even better, a prospective client. For a strong writer who dislikes networking, showing expertise through client newsletters, LinkedIn posts and thought leadership may be more effective. When business development feels authentic, it becomes sustainable.

Once lawyers identify their lane, coaching can help them build action plans around it. A partner who prefers writing might block out one Friday morning a month to draft a short client alert and send it to five contacts with a personal note. Someone who enjoys face-to-face connection might schedule bi-weekly lunches with contacts. Small, well-chosen, consistent actions beat ambitious plans that never happen.

Tactics for Developing a Personalized Approach

Individual coaching and group training programs can provide structure, accountability and community. Here are examples of exercises that can be used in coaching or training to help lawyers find their own approach to business development.

• Identify strengths and preferences. Exercises like energy mapping (listing business development activities that energize vs. drain) help clarify where to focus effort.
• Map their network. Exercises that help lawyers determine who is in their extended network and who they feel comfortable approaching can reveal natural next steps. Some lawyers are comfortable asking friends for work, while others wouldn’t dream of it. Some will easily reach out to people they don’t know; others want an introduction.
• Adapt to others’ styles. Some clients want data and directness; others value rapport first. Helping lawyers recognize and adjust to those differences makes outreach more effective and less awkward.
• Practice introductions and pitches. Lawyers can rehearse and get feedback from a coach or peers on short self-introductions (elevator pitches) that sound natural, closing lines that move conversations forward to next steps or pitch presentations.
• Create community and support. Connecting lawyers to others at their level can sustain action and accountability by facilitating peer support groups that meet regularly to hold each other accountable; business development “buddies” who approach target clients as a team; or sharing of templates for email outreach, newsletters or proposal language.
• Build from the inside out. The biggest opportunities come from collaborations within a lawyer’s own firm. Encouraging them to learn about what colleagues do — and how their practices connect — can pay big dividends. A litigation associate who understands a client’s corporate work can spot issues that lead to cross-selling new matters. A partner who introduces peers from other groups can turn a one-matter client into a firm client.

Turn Resistance Into Ownership

Business development often feels heavy until it becomes a repetitive and consistent practice. Coaching and training help lawyers move from vague goals — like “I should network more” — to specific, realistic actions that fit their style. Group training builds skills and confidence. One-on-one coaching adds accountability and focus. Together, they’re the best way to turn good intentions into action.

When business development fits, it stops feeling like a formula and starts becoming a habit. The goal is to uncover the steps a lawyer is willing, and even energized, to take consistently. For every lawyer, that will look a little different.