How to Turn More Lawyers Into Rainmakers

As a leader, one of your main responsibilities is helping your lawyers generate more revenue. But what tools and approaches can you employ to make that happen?
This article shares insights from a five-week mastermind program conducted with 20 Professional Development experts from Am Law 200 firms. Here, we will explore:

• Promoting a firmwide culture of business development.
• Leadership responsibilities to drive action and foster greater internal collaboration.
• Approaches for providing business development training.
• Encouraging participation, accountability, and follow-through on business development activities.
• Leveraging technology and innovation.

1. Promoting a Firmwide Culture of Business Development

Creating a robust business development culture requires intentional leadership and collaborative efforts. One participant in the mastermind shared how their firm revitalized its approach by publicly recognizing and rewarding teams that excelled in cross-selling efforts. This recognition created a ripple effect, inspiring more lawyers to engage in business development initiatives and fortifying the firm's overall culture.
Mastermind participants stressed the importance of establishing clear standards for business development practices and fostering an environment that actively supports these initiatives. One critical insight was to focus on “progress measures” — controllable activities that pave the way for eventual “success measures” like billable hours and revenue. Examples of progress measures include internal conversations about cross-selling, meetings with prospective clients, time spent on business development, in-house presentations, and follow-ups after conferences.
Collaboration between Business Development (BD) and Professional Development (PD) teams is essential. Often, these departments operate in silos, hindering the synergy needed for optimal results. Leaders must facilitate ongoing communication between these teams, aligning goals to ensure business development is a shared objective rather than a niche pursuit. This alignment sets the stage for a unified, revenue-driven culture.

2. Leadership Responsibilities to Drive Action and Foster Greater Internal Collaboration

Effective leadership is essential for driving business development success. One participant recounted how a firm leader who personally mentored mid-level associates witnessed significant improvements in their engagement and client outreach efforts. This hands-on mentorship underscored the leader's commitment and spurred tangible results.
Regular group meetings that prioritize business development can be transformational. Leaders who consistently spotlight business development in discussions, ask lawyers to report on their progress, and establish clear goals and measures often see accelerated growth in their teams. This approach keeps business development top-of-mind and instills a culture of accountability.
Leaders should act as role models and champions. By exemplifying the desired behaviors and celebrating lawyers' progress and successes, they set a standard for others to follow. One effective tool for gauging the current state of a team's business development culture is the Culture Xray survey. This tool helps leaders identify strengths and weaknesses within the group, enabling them to develop targeted plans for improvement.