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The Anatomy of a Successful Business Development Coaching Program
Editor's Note: Many firms are investing in business development training and coaching programs for their attorneys. The following two-part article describes some of the considerations firms should make in designing a successful program. Part One herein introduces coaching concepts and outlines recommendations for the program design. Part Two, which will appear in the March issue, reviews the training implementation, from determining coaching assignments to measuring program success.
A Lawyer's 1980s Flashback: The market is flush with clients. Marketing is limited to business cards, brochures and reprints. CMOs and Marketing Directors don't exist in law firms. A “pitch” is about lawyers only ' the client's needs never enter the equation. Active listening is something clients do ' not their attorneys. To succeed, lawyers need only to produce an excellent legal product. Bringing in new business is not the sine qua non to becoming a partner.
Fast forward to today where lawyers confront a very different scenario: There is fierce competition among many more attorneys for far fewer clients. Sophisticated technology tracks every client's birthday, favorite sporting event and preferred wines. Social media makes it clear that there are just a few degrees of separation. Legal marketing professionals are highly specialized. Practice groups, key client teams and competitive intelligence have penetrated most law firms. Clients now differentiate law firms by using value propositions defined by them and not the attorney. Client loyalty can no longer be assumed. Becoming a partner is now more difficult and requires a proven track record of business development in addition to committing to bill an extraordinary number of hours.
The profession of law has transitioned into the business of lawyering. How do firms help their lawyers bridge the gap between the lack of business development training in law school and the changing performance standards which now place a premium on client development and retention? Firms acknowledge that investing in attorneys' business development education is important, but few initiate appropriate or effective programs. Without proper training and support, it is not surprising that lawyers are frustrated with their inability to develop business.
Firms recognize that providing sales, business development and coaching programs facilitated by experienced consultants is a positive step toward teaching attorneys how to develop business in individualized ways. The following are some important considerations to establishing a successful program.
Anatomy of a Successful Coaching Program
Having coached nearly 200 attorneys, I confirm that every coaching program is different and achieves varied levels of success. In my experience, “one-off” and “off-the-shelf” group trainings are not effective. That approach generally has a high rate of failure; without ongoing reinforcement most attorneys revert to “business as usual” within a relatively short period of time, and any business development enthusiasm and momentum created by the training is not sustained.
To be successful, a program should be tailored to each firm's unique goals and cultures and to each attorney's individual needs and personality. A successful training also requires ongoing firm commitment and involvement even after the formal program has ended. Such a coaching program takes time and effort, but the final outcome is always more desirable.
Some common components of successful programs are:
- Research ' includes surveys, questionnaires, and discussions with firm leaders/management.
- Business development workshop.
- One-on-one meetings ' the coach and the lawyer.
- Individual coaching calls.
Background Criteria/Firm Considerations
Management Commitment ' Leadership must reinforce the importance of business development coaching over the long term by remaining active in and committed to the program by regularly monitoring participants' performance.
Role of the Adviser/Mentor ' Mentors, advisers, and supervising partners are essential participants in the program. The consultant/coach should conduct phone “interviews” with the supervising partners/mentors with whom the program participants work most closely. Ask for their frank assessment of the business development strengths and weaknesses of the participant, as well as what they perceive as opportunities for improvement in business development activities and skills. The conversation provides insight about participant personality, business development “IQ” and specific goals. As the coaching progresses, the coach should check in with the adviser periodically to discuss attorney progress. Following the conclusion of the three-four months of coaching by the consultant, the advisers continue to work with their “advisees,” helping to ensure long-term success.
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