The Anatomy of a Successful Business Development Coaching Program

By Peter A. Johnson

Editor's Note: Many firms are investing in business development training and coaching programs for their attorneys. The following is Part Two of a two-part article describing considerations firms should make in designing a successful program. Part One, which appeared in the February issue of MLF, introduced the coaching concept and rationale and outlined recommendations for the design of a coaching program. Part Two herein reviews the implementation of the training, from determining the appropriate coaching assignments to measuring success of the program.

Getting Started Coaching Assignments

One of the most important considerations in designing a training program is the matching of the coach to the attorney. An effective program requires coaches and attorneys to be matched based on criteria such as style, personality, area of practice and goals. In determining the assignment, we rely heavily on the adviser/mentor input, as well as the responses to the questionnaire. We have found that having multiple coaches increases the likelihood of a compatible “fit,” which is imperative to a successful program. Clearly, coaching experience and personality are important considerations, and most firms report a greater acceptance among the participants of a coach who has practiced law. Conduct your due diligence to make sure the coach understands the firm's business development culture, as well as each participant's business development strengths and weaknesses in relation to the expectations of the firm.

The Kick-off

A kick-off reception the night before the workshop sets the tone of the program and creates the opportunity for firms with attendees from multiple offices to gather and get reacquainted with one another. Integrating the marketing team and other advisers/management into the event shows a unified commitment to the program. If there have been previous coaching participants within the firm, be sure to include the “graduates” as well, so that they may serve as role models and sounding boards for the new class. Coaching clients have found the kick-off a great way to initiate internal marketing and cross selling.

The Workshop

When it comes to group trainings and workshops, “less is more.” The pre-workshop research reveals what is most meaningful and important to the group, and the agenda is determined, in part, by survey results. The workshop addresses issues including motivation, time management and any perceived firm-related obstacles such as culture, compensation, teamwork and resources. Although the primary benefit of a coaching program is the “one-on-one” sessions and ongoing individual coaching phone calls, a half-day workshop nicely introduces the group to necessary business development concepts that serve as a foundation for the individual sessions.

One-on-One Meetings

Following the workshop, the coach should meet with each participant for about 90 minutes. The meeting provides the opportunity for the coach and attorney to get to know each other personally and professionally, and to start to develop the trust and rapport, which is integral to the coaching relationship. During this meeting, the coach and lawyer review the responses to the questionnaire and together, they start to craft the attorney's business development plan. At this meeting, the coach and attorney discuss the coaching “contract,” which requires accountability and commitment. The coach should make it clear that the attorney's success is directly proportionate to their commitment.

The Business Development Plan

After one-on-one meetings, each attorney is required to submit a three- to six-month business development action plan to the coach. These plans typically include long- and short-term objectives and specific activities designed to achieve those goals. Although each attorney identifies different activities, many of the goals and objectives are similar. For example, “getting known” may be an objective for several of the participants, but the activities to gain recognition are uniquely tailored to the individual. Over the course of coaching, activities are tracked and monitored and the plan reviewed and revised when appropriate.

The Coaching Calls

Most people develop skills principally by doing ' performing the necessary tasks with supervision and feedback from a skilled coach. Just as lawyering skills are developed under the supervision of a seasoned lawyer, business development and selling skills are best developed in “real time” by working on real opportunities with the assistance of a coach during scheduled, individual telephone conferences which should take place at least every two weeks. The coaching sessions focus on developing specific strategies, step-by-step relationship building, and problem solving activities for each attorney. The lawyers are also encouraged to initiate unscheduled calls “as needed” when time-sensitive business development opportunities emerge and immediate action is required.

Tracking Activities

Participants should keep a detailed log of all business-development activities and share the log with their coach prior to each scheduled call. Use tracking forms to monitor activities and advances. The forms become a “follow-up” tool used to develop next steps with a particular contact.

Moving Forward

The Transition

After three to four months of coaching, begin to transition participants from their outside coach to their advisers/mentors. The adviser now begins to take the place of the coach; he or she monitors the participant's activities, assumes responsibility for plan implementation, follows up regularly, and offers support. Over the next few months, the coach checks in periodically with the participant (and adviser) to ensure adherence to the plan and to provide assistance if necessary.

The Results/ROI

Measuring coaching success is sometimes difficult, as business development personas take time to mature. Obvious successes, such as a new client or matter, are easy to determine. A successful result, however, may also be the development of new attitudes about “sales,” a different frame of reference and a willingness to develop meaningful relationships with clients and referral sources. (An example of a “non monetary” success is a recent e-mail from a coaching client who told me that she finally had overcome her resistance to asking for business!) To help achieve these successes, participants need to track and review strategies on a regular basis. In determining effectiveness of a program, use the “but for ' ” measurement ' after a number of coaching sessions, ask participants to prepare a list of activities, ideas, initiatives they would not have undertaken ' “ but for” the coaching.

Conclusion

It is clear that developing, supporting and maintaining successful business development training and coaching program for attorneys is a worthwhile venture. The programs, however, are as varied as there are law firms, and the components of a program are influenced by many factors. Firms must assess their goals and culture and work with a consultant to design the most effective program for the firm. Providing attorneys the much needed, and desired, training will lead to a thriving practice for years to come.

Peter A. Johnson M. Ed, JD, is a an attorney and the founder of Law Practice Consultants, LLC in Newton, MA. He can be reached at 617-308-6297 or [email protected].

For Twitter and LinkedIn followers, click here to subscribe to the Marketing the Law Firm newsletter at a special introductory rate of $329. This offer is valid for new subscribers only.

By Peter A. Johnson

Editor's Note: Many firms are investing in business development training and coaching programs for their attorneys. The following is Part Two of a two-part article describing considerations firms should make in designing a successful program. Part One, which appeared in the February issue of MLF, introduced the coaching concept and rationale and outlined recommendations for the design of a coaching program. Part Two herein reviews the implementation of the training, from determining the appropriate coaching assignments to measuring success of the program.

Getting Started Coaching Assignments

One of the most important considerations in designing a training program is the matching of the coach to the attorney. An effective program requires coaches and attorneys to be matched based on criteria such as style, personality, area of practice and goals. In determining the assignment, we rely heavily on the adviser/mentor input, as well as the responses to the questionnaire. We have found that having multiple coaches increases the likelihood of a compatible “fit,” which is imperative to a successful program. Clearly, coaching experience and personality are important considerations, and most firms report a greater acceptance among the participants of a coach who has practiced law. Conduct your due diligence to make sure the coach understands the firm's business development culture, as well as each participant's business development strengths and weaknesses in relation to the expectations of the firm.

The Kick-off

A kick-off reception the night before the workshop sets the tone of the program and creates the opportunity for firms with attendees from multiple offices to gather and get reacquainted with one another. Integrating the marketing team and other advisers/management into the event shows a unified commitment to the program. If there have been previous coaching participants within the firm, be sure to include the “graduates” as well, so that they may serve as role models and sounding boards for the new class. Coaching clients have found the kick-off a great way to initiate internal marketing and cross selling.

The Workshop

When it comes to group trainings and workshops, “less is more.” The pre-workshop research reveals what is most meaningful and important to the group, and the agenda is determined, in part, by survey results. The workshop addresses issues including motivation, time management and any perceived firm-related obstacles such as culture, compensation, teamwork and resources. Although the primary benefit of a coaching program is the “one-on-one” sessions and ongoing individual coaching phone calls, a half-day workshop nicely introduces the group to necessary business development concepts that serve as a foundation for the individual sessions.

One-on-One Meetings

Following the workshop, the coach should meet with each participant for about 90 minutes. The meeting provides the opportunity for the coach and attorney to get to know each other personally and professionally, and to start to develop the trust and rapport, which is integral to the coaching relationship. During this meeting, the coach and lawyer review the responses to the questionnaire and together, they start to craft the attorney's business development plan. At this meeting, the coach and attorney discuss the coaching “contract,” which requires accountability and commitment. The coach should make it clear that the attorney's success is directly proportionate to their commitment.

The Business Development Plan

After one-on-one meetings, each attorney is required to submit a three- to six-month business development action plan to the coach. These plans typically include long- and short-term objectives and specific activities designed to achieve those goals. Although each attorney identifies different activities, many of the goals and objectives are similar. For example, “getting known” may be an objective for several of the participants, but the activities to gain recognition are uniquely tailored to the individual. Over the course of coaching, activities are tracked and monitored and the plan reviewed and revised when appropriate.

The Coaching Calls

Most people develop skills principally by doing ' performing the necessary tasks with supervision and feedback from a skilled coach. Just as lawyering skills are developed under the supervision of a seasoned lawyer, business development and selling skills are best developed in “real time” by working on real opportunities with the assistance of a coach during scheduled, individual telephone conferences which should take place at least every two weeks. The coaching sessions focus on developing specific strategies, step-by-step relationship building, and problem solving activities for each attorney. The lawyers are also encouraged to initiate unscheduled calls “as needed” when time-sensitive business development opportunities emerge and immediate action is required.

Tracking Activities

Participants should keep a detailed log of all business-development activities and share the log with their coach prior to each scheduled call. Use tracking forms to monitor activities and advances. The forms become a “follow-up” tool used to develop next steps with a particular contact.

Moving Forward

The Transition

After three to four months of coaching, begin to transition participants from their outside coach to their advisers/mentors. The adviser now begins to take the place of the coach; he or she monitors the participant's activities, assumes responsibility for plan implementation, follows up regularly, and offers support. Over the next few months, the coach checks in periodically with the participant (and adviser) to ensure adherence to the plan and to provide assistance if necessary.

The Results/ROI

Measuring coaching success is sometimes difficult, as business development personas take time to mature. Obvious successes, such as a new client or matter, are easy to determine. A successful result, however, may also be the development of new attitudes about “sales,” a different frame of reference and a willingness to develop meaningful relationships with clients and referral sources. (An example of a “non monetary” success is a recent e-mail from a coaching client who told me that she finally had overcome her resistance to asking for business!) To help achieve these successes, participants need to track and review strategies on a regular basis. In determining effectiveness of a program, use the “but for ' ” measurement ' after a number of coaching sessions, ask participants to prepare a list of activities, ideas, initiatives they would not have undertaken ' “ but for” the coaching.

Conclusion

It is clear that developing, supporting and maintaining successful business development training and coaching program for attorneys is a worthwhile venture. The programs, however, are as varied as there are law firms, and the components of a program are influenced by many factors. Firms must assess their goals and culture and work with a consultant to design the most effective program for the firm. Providing attorneys the much needed, and desired, training will lead to a thriving practice for years to come.

Peter A. Johnson M. Ed, JD, is a an attorney and the founder of Law Practice Consultants, LLC in Newton, MA. He can be reached at 617-308-6297 or [email protected].

For Twitter and LinkedIn followers, click here to subscribe to the Marketing the Law Firm newsletter at a special introductory rate of $329. This offer is valid for new subscribers only.