A few years ago, I was at a legal conference, chatting with a senior partner over coffee, when he asked me, “Do we really need business development? Isn’t good legal work enough?”
It wasn’t the first time I’d heard this question, and I knew exactly where it was coming from. For many lawyers, the idea of ‘selling’ their services feels unnecessary, maybe even uncomfortable. After all, if you’re good at what you do, the work should come to you, right?
I decided to challenge that assumption. “Let’s say you’re an excellent lawyer, but no one knows about you. Your firm does great work, but it’s not plugged into the right networks. What happens then?” He thought about it for a moment, took a sip of his coffee, and admitted, “I guess we’d be the best-kept secret in the industry.”
And that’s exactly the point. Business development in law firms isn’t just about pitching services or chasing after clients. It’s about building relationships, creating visibility, and positioning the firm as the go-to expert in a particular space. It’s a long game—one that’s more about trust and strategy than hard selling.
Beyond the sales mindset
There’s a common misconception that business development is just another word for sales. While it certainly involves winning new clients, it’s much broader than that. At its core, business development is about creating opportunities—whether that means strengthening existing client relationships, expanding into new markets, or fostering collaborations with other firms.
Firms that take a transactional approach to business development—focusing solely on winning work in the short term—often struggle to build lasting relationships. Clients don’t want to feel like they’re being ‘sold’ something; they want to work with advisors who understand their business, anticipate their needs, and provide real value beyond just legal expertise.
This is why the most effective business development efforts focus on relationships rather than transactions. It’s about consistently showing up, sharing insights, and proving that you are a trusted partner—not just when there’s a deal to be made, but all the time.
The Power of strategic relationship-building
The best business developers in law firms are those who approach it strategically. That means thinking beyond the next engagement and asking:
Who are our key clients, and how can we deepen those relationships?
What industries do we want to be known in, and how do we build credibility there?
Which other firms or professionals could be valuable referral partners?
A firm’s strongest relationships are rarely built overnight. They take time, effort, and a genuine interest in the people and businesses you want to work with. It’s about staying in touch, offering valuable insights, and making meaningful connections—even when there’s no immediate financial gain.
I’ve seen firms that invest in long-term relationship-building benefit in ways they never expected. A lawyer who consistently shares industry updates with a prospective client—without asking for anything in return—might be the first person that client calls when they do need legal advice. A firm that takes the time to mentor a junior in-house counsel today might find themselves advising that same person years later when they become General Counsel.
Integrating business development into firm culture
For business development to be truly effective, it can’t be the responsibility of just one department or a handful of partners—it has to be part of the firm’s culture. This means creating an environment where lawyers at all levels understand the importance of building relationships and have the tools to do so.
Firms that excel in business development often do three things well:
They make it a habit. Business development isn’t a one-off activity; it’s something that needs to be embedded into daily practice. Whether it’s attending industry events, publishing thought leadership, or simply checking in with clients regularly, the firms that succeed are the ones that prioritise it consistently.
They invest in the right skills. Not every lawyer is naturally comfortable with networking or pitching, but business development isn’t a one-size-fits-all approach. Some lawyers are great at public speaking and should be encouraged to present at conferences. Others may prefer writing and can build their profile through articles or blogs. The key is to help lawyers find an approach that suits them.
They track and refine their efforts. Business development isn’t just about being active—it’s about being effective. The best firms track what’s working (and what’s not), refine their approach based on client feedback, and ensure that efforts align with broader firm goals.
The legal industry is competitive, and firms can no longer afford to rely solely on reputation or technical excellence to attract clients. Business development—when done right—isn’t about pushing services or making a quick sale. It’s about positioning the firm as a trusted advisor, building strong relationships, and ensuring long-term growth.
So, do law firms really need business development? If they want to remain relevant, competitive, and connected to the right people, the answer is absolutely yes.
