<b><i>Professional Development:</i></b> New Year's Resolution 101 -- Business Development Training

One of the greatest investments a firm can make is to train its talent ' its lawyers. What better way to begin a new year than a firm's management team getting behind a meaningful business development training program?

In today's market, the economics of a law practice are challenging and complicated. Due to high entry-level salaries that directly impact law firm profitability, progressive firms are beginning to cultivate associates' skills in business development as early as the first year of practice. Associates at all levels are becoming more involved in law firm marketing efforts. It is clearly in a firm's best interest to make as many of its lawyers, if not “rainmakers,” then certainly “shower makers.” Management committees at law firms are setting aside funds not only to focus attention on educating associates in client relations, but on business development as well. Firms of all sizes would do well to earmark a portion of their marketing budget to provide practical marketing training to their associates.

Why Business Development Training?

Ambitious young lawyers are looking for opportunities to start their business development efforts. Enhance confidence and success among associates in their client-relationship skills. Business development training teaches associates to listen and respond to client needs. The most important aspect of this kind of training is the ability to use the new knowledge and skills immediately, not only for business development, but with the firm's current client base.

When involved in client development, young lawyers feel they are part of the firm, a part of the team that will help add to the financial health of the firm. Business development training also helps firms determine an associate's progression toward the partnership track. In the past, firms were able to carry a competent attorney who billed considerable time; now, success is measured through “professional excellence,” which includes client development skills.

Topics for Training

Deciding what topics to teach in a comprehensive business development series should be directly related to the firm's culture and strategic plan. Consider the following a list to review for determining what would work, depending on the skill level of the audience and the firm's needs. Level I programming is for the newest lawyers and those who have managed to avoid doing business development for most of their career. These programs are awareness building and knowledge based.

Level I

• The Business of Law 101: Fees, Retainers, Conflicts and More
• Building a Reputation 101: With Your Internal Clients
• Networking 101: Mining Existing Contacts
• Successful Presentations for Lawyers: Making an Impact in the Boardroom, Courtroom and Conference Room

The next group of programs progress from knowing to doing. The goal of these sessions is to get the attorneys to commit to activities related to the topic. At the conclusion of the session, each attorney should make a written commitment to a series of tasks.

Level II

• Building a Reputation 201: Writing and Speaking
• Networking 201: The Art of Mingling
• Connecting with Clients: Growing Your Exiting Clients
• Expanding the Client Relationship: Cross-Selling

As the skill level increases and the associates are gaining opportunities to actually pitch and bring in new clients, the topics change to firm procedures and resources. It is important for associates to identify who in their firm is available to assist them.

Level III

• Marketing Resources at Your Firm
• Proposal Drafting: I received an RFP, Now What Do I Do?
• How to Pitch a Client 101: Preparation
• Client Intake Procedures

The final level of training is the most sophisticated and often reserved for partners. However, depending on the firm's size, the associates might be the ones who actually close the deal and bring in the work so these topics are critical.

Level IV

• How to Pitch a Client 201: Execution
• Business of Law 201: Handling Fees, Retainers, Collections and Write-offs
• Being a Client Service Manager
• Expanding Your Practice: Asking for Referrals

Sources for Business Development Training

The market is flooded with a variety of options for conducting marketing and client development training. The key is to establish what the firm's commitment is to the training, what the expectations of the training are, and how success will be measured. This will help to determine if the program should be a one-shot deal at a retreat or an ongoing series of programs.

Pre-packaged Materials

Training materials that have been designed and pre-packaged are available for immediate use. These “off-the-shelf” materials merely require someone in-house to administer the program and typically they are facilitated by the marketing department. The materials should be reviewed by someone with an education background to determine quality, ease of use and application.

Outside Consultants

There are a number of individuals, both lawyers and non-lawyers, who offer their services as business development trainers. Firms should interview these individuals carefully, check their references thoroughly, and review their course outlines fully. Determine, among other things, whether the consultant's program content can be customized and whether the materials are appropriate for the firm's type of legal practice.

In-house Programs

The benefit of designing an in-house marketing program is that it will be the most meaningful to the participants. Unfortunately, a quality program can take months to design and few attorneys are willing to spend hours in the design process. In-house programs can use client case studies, which adds more realism and allows the associates to see how marketing efforts pay off.

Training Delivery Options

Educators might debate the best format to use for training; however, the key is to determine which format works best for the intended audience. Lawyers have a personality and demeanor all to themselves, so the training format chosen must fit the firm. The type of practice area and the time allotted for the training are also factors in deciding which format would be most effective.

Behavior Modeling

Behavior modeling is when an individual watches another person perform a behavior and then copies that behavior. Effective business development training incorporates videos or actors who role model behaviors. For example, a scene can demonstrate how to make an effective pitch and a program participant can then repeat that behavior. The key is that when the behavior is being repeated there is some form of feedback given by a facilitator. To be most effective, the facilitator should be trained in the art of giving performance-enhancing feedback.

Self-Study

Materials that are prepared to be used in a self-study mode must be well researched and well designed. Because there is no interaction among program participants, a learner is likely to learn only the point of view presented in the materials. Therefore, self-study materials should be meticulous in their attempt to provide all points of view on a given topic. Self-study materials are often augmented with videos, CD-ROMs and DVDs.

Case Studies

Case studies used as learning tools are similar to teaching techniques used in law school; therefore, many attorneys are comfortable with this type of training. In teaching business development skills, the case study method is very effective because participants can review real situations and determine a plan of action to develop business. This technique can also be valuable in client relationship and management training.

Informational Sessions

Otherwise known as “talking head” sessions, informational sessions are advantageous in disbursing information quickly to a large group. This, however, does not give the participants opportunity to process or use this information in an organized manner. Therefore, these sessions should be limited to topics that are quickly absorbed without an application component.

Cost/Benefits of Training

It is difficult to measure an intangible learning experience. The benefits of attending a training program may not manifest themselves until the participants find themselves in the exact situation that was discussed during the session. Hopefully, at that point, the skills learned are implemented and the desired outcome is the result. It is almost impossible to measure what that is worth. In the area of business development training, however, it is possible to try to measure revenues as a result of learned skills. A systematic and financial approach will have to be devised prior to training and participants will need to be informed. The costs of training can range from the intangible loss of billable hours for an attorney who designs and conducts programs to the very tangible fees of consultants and materials. The benefits will be noted in increased revenue, though be warned that the benefits may not materialize for two years or more.

Sharon Meit Abrahams, Ed.D , a member of this newsletter's Board of Editors, is National Director of Professional Development at Foley & Lardner, where she coaches attorneys to be more productive and profitable while enjoying their practice. She may be reached at [email protected].

One of the greatest investments a firm can make is to train its talent ' its lawyers. What better way to begin a new year than a firm's management team getting behind a meaningful business development training program?

In today's market, the economics of a law practice are challenging and complicated. Due to high entry-level salaries that directly impact law firm profitability, progressive firms are beginning to cultivate associates' skills in business development as early as the first year of practice. Associates at all levels are becoming more involved in law firm marketing efforts. It is clearly in a firm's best interest to make as many of its lawyers, if not “rainmakers,” then certainly “shower makers.” Management committees at law firms are setting aside funds not only to focus attention on educating associates in client relations, but on business development as well. Firms of all sizes would do well to earmark a portion of their marketing budget to provide practical marketing training to their associates.

Why Business Development Training?

Ambitious young lawyers are looking for opportunities to start their business development efforts. Enhance confidence and success among associates in their client-relationship skills. Business development training teaches associates to listen and respond to client needs. The most important aspect of this kind of training is the ability to use the new knowledge and skills immediately, not only for business development, but with the firm's current client base.

When involved in client development, young lawyers feel they are part of the firm, a part of the team that will help add to the financial health of the firm. Business development training also helps firms determine an associate's progression toward the partnership track. In the past, firms were able to carry a competent attorney who billed considerable time; now, success is measured through “professional excellence,” which includes client development skills.

Topics for Training

Deciding what topics to teach in a comprehensive business development series should be directly related to the firm's culture and strategic plan. Consider the following a list to review for determining what would work, depending on the skill level of the audience and the firm's needs. Level I programming is for the newest lawyers and those who have managed to avoid doing business development for most of their career. These programs are awareness building and knowledge based.

Level I

• The Business of Law 101: Fees, Retainers, Conflicts and More
• Building a Reputation 101: With Your Internal Clients
• Networking 101: Mining Existing Contacts
• Successful Presentations for Lawyers: Making an Impact in the Boardroom, Courtroom and Conference Room

The next group of programs progress from knowing to doing. The goal of these sessions is to get the attorneys to commit to activities related to the topic. At the conclusion of the session, each attorney should make a written commitment to a series of tasks.

Level II

• Building a Reputation 201: Writing and Speaking
• Networking 201: The Art of Mingling
• Connecting with Clients: Growing Your Exiting Clients
• Expanding the Client Relationship: Cross-Selling

As the skill level increases and the associates are gaining opportunities to actually pitch and bring in new clients, the topics change to firm procedures and resources. It is important for associates to identify who in their firm is available to assist them.

Level III

• Marketing Resources at Your Firm
• Proposal Drafting: I received an RFP, Now What Do I Do?
• How to Pitch a Client 101: Preparation
• Client Intake Procedures

The final level of training is the most sophisticated and often reserved for partners. However, depending on the firm's size, the associates might be the ones who actually close the deal and bring in the work so these topics are critical.

Level IV

• How to Pitch a Client 201: Execution
• Business of Law 201: Handling Fees, Retainers, Collections and Write-offs
• Being a Client Service Manager
• Expanding Your Practice: Asking for Referrals

Sources for Business Development Training

The market is flooded with a variety of options for conducting marketing and client development training. The key is to establish what the firm's commitment is to the training, what the expectations of the training are, and how success will be measured. This will help to determine if the program should be a one-shot deal at a retreat or an ongoing series of programs.

Pre-packaged Materials

Training materials that have been designed and pre-packaged are available for immediate use. These “off-the-shelf” materials merely require someone in-house to administer the program and typically they are facilitated by the marketing department. The materials should be reviewed by someone with an education background to determine quality, ease of use and application.

Outside Consultants

There are a number of individuals, both lawyers and non-lawyers, who offer their services as business development trainers. Firms should interview these individuals carefully, check their references thoroughly, and review their course outlines fully. Determine, among other things, whether the consultant's program content can be customized and whether the materials are appropriate for the firm's type of legal practice.

In-house Programs

The benefit of designing an in-house marketing program is that it will be the most meaningful to the participants. Unfortunately, a quality program can take months to design and few attorneys are willing to spend hours in the design process. In-house programs can use client case studies, which adds more realism and allows the associates to see how marketing efforts pay off.

Training Delivery Options

Educators might debate the best format to use for training; however, the key is to determine which format works best for the intended audience. Lawyers have a personality and demeanor all to themselves, so the training format chosen must fit the firm. The type of practice area and the time allotted for the training are also factors in deciding which format would be most effective.

Behavior Modeling

Behavior modeling is when an individual watches another person perform a behavior and then copies that behavior. Effective business development training incorporates videos or actors who role model behaviors. For example, a scene can demonstrate how to make an effective pitch and a program participant can then repeat that behavior. The key is that when the behavior is being repeated there is some form of feedback given by a facilitator. To be most effective, the facilitator should be trained in the art of giving performance-enhancing feedback.

Self-Study

Materials that are prepared to be used in a self-study mode must be well researched and well designed. Because there is no interaction among program participants, a learner is likely to learn only the point of view presented in the materials. Therefore, self-study materials should be meticulous in their attempt to provide all points of view on a given topic. Self-study materials are often augmented with videos, CD-ROMs and DVDs.

Case Studies

Case studies used as learning tools are similar to teaching techniques used in law school; therefore, many attorneys are comfortable with this type of training. In teaching business development skills, the case study method is very effective because participants can review real situations and determine a plan of action to develop business. This technique can also be valuable in client relationship and management training.

Informational Sessions

Otherwise known as “talking head” sessions, informational sessions are advantageous in disbursing information quickly to a large group. This, however, does not give the participants opportunity to process or use this information in an organized manner. Therefore, these sessions should be limited to topics that are quickly absorbed without an application component.

Cost/Benefits of Training

It is difficult to measure an intangible learning experience. The benefits of attending a training program may not manifest themselves until the participants find themselves in the exact situation that was discussed during the session. Hopefully, at that point, the skills learned are implemented and the desired outcome is the result. It is almost impossible to measure what that is worth. In the area of business development training, however, it is possible to try to measure revenues as a result of learned skills. A systematic and financial approach will have to be devised prior to training and participants will need to be informed. The costs of training can range from the intangible loss of billable hours for an attorney who designs and conducts programs to the very tangible fees of consultants and materials. The benefits will be noted in increased revenue, though be warned that the benefits may not materialize for two years or more.

Sharon Meit Abrahams, Ed.D , a member of this newsletter's Board of Editors, is National Director of Professional Development at Foley & Lardner, where she coaches attorneys to be more productive and profitable while enjoying their practice. She may be reached at [email protected].