Business Development Should Be a Core Skill at Your Law Firm

Business Development Should Be a Core Skill at Your Law Firm

In a JD Supra article, John Eix, Director of Business Development & Marketing at Crowe Dunlevy, states that many lawyers enter the profession to practice law, not to sell services. But in today’s client-driven environment, the ability to develop business is not just helpful, it’s vital. 

As traditional referral networks shrink and clients become more discerning, Eix says law firms can no longer rely on a handful of rainmakers to carry the weight. Every lawyer, from associate to senior partner, needs to contribute to growth in a manner that aligns with their strengths and style.

Modern business development isn’t about glad-handing at networking events. It’s about building trust by listening, staying visible, and showing value over time. Eix cites Jordan Furlong’s “Law Is A Buyer’s Market: Building A Client-First Law Firm,” saying clients now have real choices and expect lawyers who understand their business, not just the law. That means firms must encourage lawyers to communicate clearly, follow up consistently, and maintain a connection with clients and prospects.

Eix also notes that books like Steve Fretzin’s “Be That Lawyer: 101 Top Rainmakers’ Secrets to Growing a Successful Law Practice” and David Ackert’s “The Short List: How to Drive Business Development by Focusing on the People Who Matter Most” highlight that successful business development depends on targeted relationship-building, not gimmicks. Whether it’s writing articles, giving presentations, or checking in with contacts regularly, the key is consistent and genuine effort. These are skills that can be learned.

Firms should strive to integrate business development into their organizational culture. Support attorneys as they develop new habits, and ensure responsibility is shared, not siloed. Those who treat business development as a core competency, not a niche skill, will be best positioned for long-term success.