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Prospecting Among Nonprofit Boards: A Case Study

By Gina Pirozzi
July 01, 2004

You've heard the story before and it goes like this. A hardworking associate has served the firm well and is made partner, but he has no practice development experience and no business. Now, he is advised that his world has changed and he must get out from behind his desk and generate business. Notwithstanding his status as a top-performing attorney, he now faces the painful task of prospecting for new clients. Does this sound familiar?

A case study: After years of doing a fantastic job serving firm clients, a young associate makes partner, and soon after is encouraged by his mentor, the head of the corporate department, to bring in business. He's advised to meet with the Marketing Director, develop a plan for growing his practice and begin building a book of his own business. What makes this situation even more challenging is that when he arrives at the Marketing Director's office, he says he didn't go to law school to become a salesman. The MD has the tough assignment of stroking his ego and getting him enthused about business development. The MD learns the service partner is starting at point zero: no contact nurturing, no contact database, hates networking and going to cocktail parties. Hopeless? Not so.

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