The Magic of Making Rain

Dating back to ancient Egyptian cultures, 'Rain Makers' lead 'ceremonial dances to invoke rain, ensuring an abundant harvest ' Most primitive dances have the same goals ' life, health, abundance, power.' Today's law firm rainmakers may not be aware that rainmaking is also connected with fertility, as it is an essential part of the harvest in the fields and in homes. Native American cultures also teach us that 'rainmaking' is a process that involves more than one leader, is filled with spirit, song, patience and perhaps long periods of drought.

In today's complex law firm business environment, one might ask, what is Mark or Mary's magic? How do they bring in so much business? How do they make those deals happen? To ensure the long-term 'harvest, life, health and abundance' for the firm, one must ask whether the magic of rainmaking can be developed in new associates, seasoned lawyers or law firm executives.

As a lifelong advocate of professional development, I must confess that some of the skills may not be teachable, but are rather a part of an individual's personality and intuitive style that, when combined with their legal expertise, create an ability to make connections, build trust and sustain relationships. However, we are able to develop a lawyer's and his or her team's skills over time ' and that is an essential element of a rainmaking team that has depth.

When a law firm wants to build its rainmaking capacity, then it is best to benchmark or profile the qualities, skills and outcomes that work in the firm's market or potential markets. Metrics may also be important to the COO, CMO and CFO or the managing partners, though that requires significant time and may stifle creativity and misdirect the rainmaker's energy. Once a profile and metrics are agreed upon, then partners must identify lawyers and business development professionals, including junior marketing executives, who meet an objective standard.

The most powerful learning tool will be a close mentor/teacher/coach relationship that allows the apprentice rainmaker to shadow, participate, and take responsibility for building and sustaining a book of business. Ultimately, the sage rainmaker and the apprentice must develop a strong foundation of trust that permits the new rainmaker to stand on his or her own.

Growing Rainmakers

The old saying that true rainmakers are born, not made, may be true, but here are some key characteristics good rainmakers share.

• Passion is at the top of the list ' passion for something outside the law. One Boston-based attorney turned his love of sports into some of the largest, multi-faceted venue and sports team business-development projects in Boston's history. Another rainmaker grew his passion for representing silent victims into a national practice and expertise that rocked major institutions around the world and thrust him into the national spotlight. When I talk to these lawyers, they don't talk about the revenues; they speak with great excitement about the outcomes and their personal connection. It is this passion that distinguishes them from other lawyers.
• Making connections and maximizing the firm's expertise. The successful law firm rainmaker knows the firm's practice areas and, most importantly, the people and the expertise. He or she cross-sells without hesitation, and knows that rainmaking is not a Lone Ranger endeavor.
• Technical expertise. The rainmaker comes with his or her own area of expertise, and when combined with passion, connects with the client's passion. Technical expertise does not end with the law; it begins with understanding the client's business, process, people and pain. The rainmaker must engender respect for his or her knowledge and skills, as well as the firm's expertise.
• Leading the rainmaking team. The practice of law remains a solitary practice, so working as part of team, giving up some power, understanding what drives one's ego, and developing team leadership skills are perhaps the most challenging for professional development. The advantages to a team approach provide depth, more opportunities to connect with clients' needs and ensure that the next generation of rainmakers will move on from apprentice to master of the realm.
• Communication and trust. There is one simple skill that rainmakers possess that is teachable: Call the client back. Many clients expect an immediate return phone call or instantaneous e-mail response. Clear voice-mail messages and out-of-office replies for e-mails can set expectations and provide contact information if something is urgent. Once trust is established, the rainmaker can communicate with anyone and trust will spread like a contagion.

How does professional development fit into this scheme? Working with the firm's professional-development experts or outside consultants, benchmarking and structuring an apprentice rainmaker program will not only support the firm's business goals in the short run, but will also create a sustainable flow of business from multiple stream.

Let it rain; know full well that the firm will need a reservoir for the periods of prolonged drought.

Dating back to ancient Egyptian cultures, 'Rain Makers' lead 'ceremonial dances to invoke rain, ensuring an abundant harvest ' Most primitive dances have the same goals ' life, health, abundance, power.' Today's law firm rainmakers may not be aware that rainmaking is also connected with fertility, as it is an essential part of the harvest in the fields and in homes. Native American cultures also teach us that 'rainmaking' is a process that involves more than one leader, is filled with spirit, song, patience and perhaps long periods of drought.

In today's complex law firm business environment, one might ask, what is Mark or Mary's magic? How do they bring in so much business? How do they make those deals happen? To ensure the long-term 'harvest, life, health and abundance' for the firm, one must ask whether the magic of rainmaking can be developed in new associates, seasoned lawyers or law firm executives.

As a lifelong advocate of professional development, I must confess that some of the skills may not be teachable, but are rather a part of an individual's personality and intuitive style that, when combined with their legal expertise, create an ability to make connections, build trust and sustain relationships. However, we are able to develop a lawyer's and his or her team's skills over time ' and that is an essential element of a rainmaking team that has depth.

When a law firm wants to build its rainmaking capacity, then it is best to benchmark or profile the qualities, skills and outcomes that work in the firm's market or potential markets. Metrics may also be important to the COO, CMO and CFO or the managing partners, though that requires significant time and may stifle creativity and misdirect the rainmaker's energy. Once a profile and metrics are agreed upon, then partners must identify lawyers and business development professionals, including junior marketing executives, who meet an objective standard.

The most powerful learning tool will be a close mentor/teacher/coach relationship that allows the apprentice rainmaker to shadow, participate, and take responsibility for building and sustaining a book of business. Ultimately, the sage rainmaker and the apprentice must develop a strong foundation of trust that permits the new rainmaker to stand on his or her own.

Growing Rainmakers

The old saying that true rainmakers are born, not made, may be true, but here are some key characteristics good rainmakers share.

• Passion is at the top of the list ' passion for something outside the law. One Boston-based attorney turned his love of sports into some of the largest, multi-faceted venue and sports team business-development projects in Boston's history. Another rainmaker grew his passion for representing silent victims into a national practice and expertise that rocked major institutions around the world and thrust him into the national spotlight. When I talk to these lawyers, they don't talk about the revenues; they speak with great excitement about the outcomes and their personal connection. It is this passion that distinguishes them from other lawyers.
• Making connections and maximizing the firm's expertise. The successful law firm rainmaker knows the firm's practice areas and, most importantly, the people and the expertise. He or she cross-sells without hesitation, and knows that rainmaking is not a Lone Ranger endeavor.
• Technical expertise. The rainmaker comes with his or her own area of expertise, and when combined with passion, connects with the client's passion. Technical expertise does not end with the law; it begins with understanding the client's business, process, people and pain. The rainmaker must engender respect for his or her knowledge and skills, as well as the firm's expertise.
• Leading the rainmaking team. The practice of law remains a solitary practice, so working as part of team, giving up some power, understanding what drives one's ego, and developing team leadership skills are perhaps the most challenging for professional development. The advantages to a team approach provide depth, more opportunities to connect with clients' needs and ensure that the next generation of rainmakers will move on from apprentice to master of the realm.
• Communication and trust. There is one simple skill that rainmakers possess that is teachable: Call the client back. Many clients expect an immediate return phone call or instantaneous e-mail response. Clear voice-mail messages and out-of-office replies for e-mails can set expectations and provide contact information if something is urgent. Once trust is established, the rainmaker can communicate with anyone and trust will spread like a contagion.

How does professional development fit into this scheme? Working with the firm's professional-development experts or outside consultants, benchmarking and structuring an apprentice rainmaker program will not only support the firm's business goals in the short run, but will also create a sustainable flow of business from multiple stream.

Let it rain; know full well that the firm will need a reservoir for the periods of prolonged drought.