The Hidden Cost of Over-Networking: Why Fewer, Stronger Relationships Drive More Revenue

Most legal professionals believe that business development is a numbers game. The more contacts they collect, the more opportunities they’ll generate. So they attend every networking event, exchange business cards, send cold emails and expand their LinkedIn connections — all in the name of growth.

But here’s the truth: more connections don’t necessarily mean more business. In fact, over-networking is one of the biggest reasons lawyers and legal marketers struggle with business development.

The highest-performing rainmakers don’t try to maintain a massive network. Instead, they focus their time and energy on a short list — a carefully curated group of high-value relationships.

The Hidden Cost of Over-Networking 

Over-networking doesn’t just drain time and energy — it leads to ineffective results. Here’s why:

• Too Many Weak Relationships: When you try to engage with everyone, you end up with superficial relationships that don’t convert into business. A contact who barely knows you isn’t likely to send you high-value work.
• Lack of Follow-Through: The bigger your network, the harder it is to keep up. Meetings happen, but follow-ups don’t. Interest fades. Opportunities slip away.
• Wasted Energy on the Wrong People: The majority of business developers spend too much time on the wrong clients, prospects and referral sources — those who will never hire them, never refer them and never truly invest in the relationship.

So, what’s the alternative? Narrow your focus.

The Power of a Short List 

The short list approach is about identifying and nurturing relationships that actually move the needle. Instead of spreading yourself too thin, channel your efforts into three key categories:

• High-Value Clients: These are your biggest sources of revenue. They already trust you. Your job is to deepen the relationship, expand the scope of work, and turn them into long-term, institutionalized advocates.
• Key Prospects: Rather than chasing every potential client, focus on a select group of people who are the best fit for your services and have the highest likelihood of hiring you.
• Strategic Connectors: Some people won’t hire you, but they can collaborate. A strong relationship with a well-connected referral source or trusted cross-selling partner is often more valuable than a dozen weak prospects.

Your list should be between nine and 35 people. By having a focused list, and homing in on these three groups, you ensure that every business development effort is targeted, strategic and likely to yield results.

How To Make Your Short List Work for You 

A short list is only effective if you actively nurture it. Here’s how:

• Be Consistent: A one-time lunch or introductory call isn’t enough. Develop a rhythm of engagement, whether through personal check-ins, strategic follow-ups or thoughtful content sharing.
• Offer Value First: Instead of focusing on what you can get, focus on what you can give. Introduce them to someone valuable, share insights tailored to their business or invite them to an exclusive industry event.
• Track and Optimize: Not all relationships will develop as expected. Regularly assess your short list to identify which connections are deepening and which need to be replaced.
• Avoid Transactional Interactions: Relationships thrive when they are built on trust and genuine connection, not just business transactions. Make sure your outreach isn’t only about asking for work.

Why Quality Over Quantity Matters

There’s a reason the most successful business developers aren’t necessarily the ones who know everyone. They’re the ones who know the right people and invest in them consistently.

If you want to see real business development results, stop wasting time on relationships that don’t matter. Shrink your network. Focus on depth over breadth. Create a short list — and watch your efforts translate into measurable, sustainable growth.

Action Item: Identify three weak connections in your network and replace them with three high-value relationships. Commit to strengthening these connections over the next 90 days.

Learn More About Business Development with the Third Edition of the LMA Body of Knowledge The content in this feature correlates with the Business Development domain in the LMA Body of Knowledge (BoK). Dive deeper and access the latest edition of the BoK online. The Third Edition of the LMA BoK showcases enhanced expertise across every domain, introduces new competencies in Client Services, Communications and Technology Management, features more advanced skills across all domains and broadens coverage of competitive and business intelligence skills. Plus, it emphasizes a stronger commitment to nurturing diversity, equity, and inclusion across the entirety of the BoK. Learn more.