<b><i>Business Development:</i></b> Making a Bus Dev Coaching Program Stick

Since “Business Development” (BD) came into vogue in the legal industry almost a decade ago, the way we define strategic BD as well as the scope and structure of its programs continues to evolve.

One thing is clear: Consistent and strategic client development behaviors and habits, including building sales “muscle” for lawyers, are an integral part of achieving meaningful business development results and helping move the revenue needle long term.

Law firm administrative managers and staff across functions can play a key role by providing tailored “coaching” to lawyers and working one-on-one with them, on a regular basis, to help develop and encourage execution of these habits.

When implementing a coaching program, here are five tips to consider for an impactful, productive and successful program.

1. Make It Voluntary (Or at Least Make It Seem Like It Is)

We don't need a behavioral psychologist to tell us that compliance rates and results are much higher when someone volunteers for an assignment. It is generally understood that making a program mandatory will often lead to flat or lackluster participation.

You can force someone to show up once, but s/he needs a clear motivation to continue on a regular basis, let alone be open to coaching (or cajoling) from BD/Marketing staff. Seek out volunteers and entice participation by offering defined value propositions and goals for volunteers.

A critical component to successfully soliciting volunteers is to outline how the program will help lawyers with their individual business development efforts. For example, the program may:

• Provide tools and methods. Find helpful strategies that are appropriate for an individual's work habits and organizational style so they can be more organized and systematic in their business development efforts.
• Provide ongoing support. Keep up the focus and momentum by providing continued energy and new, creative business development concepts.
• Provide tailored and customized techniques. Help pinpoint ways in which the specific individual may be more efficient, focused and productive in client development activities based on their personality and motivators.

You might also consider presenting the program as a value-add service that BD/Marketing is providing, rather than a new marketing initiative. Ask firm leadership (e.g., practice group and office leaders) to help with messaging to reinforce the need for active business development in a competitive marketplace, and to help identify and encourage high-potential lawyers (covered in Tip #2) to volunteer. You may also ask firm leadership to lead by example and actively participating in the program to lauding its benefits.

2. Focus on High Performers

Seek out firm lawyers who have demonstrated their ability (or affinity) to sell themselves and the firm's services. The group should also include individuals who may become future rainmakers and help move the revenue needle down the road, if they are not there yet. You may assume that these lawyers would not need the one-on-one coaching. We find that the most sophisticated business developer can benefit from having structure, tools and a motivating presence to encourage and reinforce good, consistent habits. Everyone is susceptible to the inertia of billable work (and other obligations) and can benefit from a dedicated resource to help them stay on track with BD efforts.

Again, lean on firm leaders to help identify and encourage the participation of these high performers.

3. Build Individualized Plans

One size does not fit all. Develop a customized plan and coaching sessions after connecting with the lawyer and gaining an understanding of their personality type. Consider the following:

• Is the lawyer outgoing or introverted?
• Is the lawyer methodical or rushed?
• What is the lawyer comfortable doing?
• How can you leverage that?
• What motivates him/her?
• What turns him/her off?

Understanding all these aspects of the lawyer you are working with will help you develop tailored tools and methods to best connect with and achieve results.

4. Develop Clear Metrics for Measuring ROI and Accountability

It's important to measure performance and results with any BD initiative, both to justify the program's effectiveness and to provide continuous encouragement to lawyers. It is also important that the program be measured by a variety of both qualitative and quantitative metrics, which may include engagement activities (e.g., BD touchpoints per week or month), close rate (i.e., total number of new matters brought in or conversion of prospects to clients) revenues generated, and enhanced client feedback.

Just as BD plans need to be individualized, the measures for accountability also need to be adjusted based on an individual's goals, BD style, and degree of sophistication. Across the board goals, such as “increase collection by X%,” likely will lead to discouragement and loss of participation over time.

5. Create a Forum for Top Performers to Collaborate and Exchange Ideas

When professionals observe the success of their colleagues, they are energized to emulate those behaviors. Therefore, it is important to publicize positive results from consistent and systematic business development habits. Find ways to promote and celebrate successes by reporting wins and sharing them through internal communications, such as with the Chief Marketing Officer's or CEO's messages, and practice leadership. Depending upon the firm's culture, creating an interactive forum for top performers (e.g., Winners' Circle) to share tips and ideas, ideally in person, will provide further inspiration and motivation.

Conclusion

Developing a robust BD coaching program is an investment worth making. Much like a law firm's dedication to providing clients with services and solutions that are tailored and multidimensional, the BD coaching program that administrative staff facilitate should be designed with the same level of care in order to be impactful and yield results. Take the time to define and communicate the program's value proposition, seek high-potential volunteers, and customizing the approach for the individual are all integral elements to implementing a successful program that yields results.

*****

Mayumi L. Wille is Senior Manager, IP Marketing, and Divya Reddy is Manager, Business Development, at Foley & Lardner LLP.

Since “Business Development” (BD) came into vogue in the legal industry almost a decade ago, the way we define strategic BD as well as the scope and structure of its programs continues to evolve.

One thing is clear: Consistent and strategic client development behaviors and habits, including building sales “muscle” for lawyers, are an integral part of achieving meaningful business development results and helping move the revenue needle long term.

Law firm administrative managers and staff across functions can play a key role by providing tailored “coaching” to lawyers and working one-on-one with them, on a regular basis, to help develop and encourage execution of these habits.

When implementing a coaching program, here are five tips to consider for an impactful, productive and successful program.

1. Make It Voluntary (Or at Least Make It Seem Like It Is)

We don't need a behavioral psychologist to tell us that compliance rates and results are much higher when someone volunteers for an assignment. It is generally understood that making a program mandatory will often lead to flat or lackluster participation.

You can force someone to show up once, but s/he needs a clear motivation to continue on a regular basis, let alone be open to coaching (or cajoling) from BD/Marketing staff. Seek out volunteers and entice participation by offering defined value propositions and goals for volunteers.

A critical component to successfully soliciting volunteers is to outline how the program will help lawyers with their individual business development efforts. For example, the program may:

• Provide tools and methods. Find helpful strategies that are appropriate for an individual's work habits and organizational style so they can be more organized and systematic in their business development efforts.
• Provide ongoing support. Keep up the focus and momentum by providing continued energy and new, creative business development concepts.
• Provide tailored and customized techniques. Help pinpoint ways in which the specific individual may be more efficient, focused and productive in client development activities based on their personality and motivators.

You might also consider presenting the program as a value-add service that BD/Marketing is providing, rather than a new marketing initiative. Ask firm leadership (e.g., practice group and office leaders) to help with messaging to reinforce the need for active business development in a competitive marketplace, and to help identify and encourage high-potential lawyers (covered in Tip #2) to volunteer. You may also ask firm leadership to lead by example and actively participating in the program to lauding its benefits.

2. Focus on High Performers

Seek out firm lawyers who have demonstrated their ability (or affinity) to sell themselves and the firm's services. The group should also include individuals who may become future rainmakers and help move the revenue needle down the road, if they are not there yet. You may assume that these lawyers would not need the one-on-one coaching. We find that the most sophisticated business developer can benefit from having structure, tools and a motivating presence to encourage and reinforce good, consistent habits. Everyone is susceptible to the inertia of billable work (and other obligations) and can benefit from a dedicated resource to help them stay on track with BD efforts.

Again, lean on firm leaders to help identify and encourage the participation of these high performers.

3. Build Individualized Plans

One size does not fit all. Develop a customized plan and coaching sessions after connecting with the lawyer and gaining an understanding of their personality type. Consider the following:

• Is the lawyer outgoing or introverted?
• Is the lawyer methodical or rushed?
• What is the lawyer comfortable doing?
• How can you leverage that?
• What motivates him/her?
• What turns him/her off?

Understanding all these aspects of the lawyer you are working with will help you develop tailored tools and methods to best connect with and achieve results.

4. Develop Clear Metrics for Measuring ROI and Accountability

It's important to measure performance and results with any BD initiative, both to justify the program's effectiveness and to provide continuous encouragement to lawyers. It is also important that the program be measured by a variety of both qualitative and quantitative metrics, which may include engagement activities (e.g., BD touchpoints per week or month), close rate (i.e., total number of new matters brought in or conversion of prospects to clients) revenues generated, and enhanced client feedback.

Just as BD plans need to be individualized, the measures for accountability also need to be adjusted based on an individual's goals, BD style, and degree of sophistication. Across the board goals, such as “increase collection by X%,” likely will lead to discouragement and loss of participation over time.

5. Create a Forum for Top Performers to Collaborate and Exchange Ideas

When professionals observe the success of their colleagues, they are energized to emulate those behaviors. Therefore, it is important to publicize positive results from consistent and systematic business development habits. Find ways to promote and celebrate successes by reporting wins and sharing them through internal communications, such as with the Chief Marketing Officer's or CEO's messages, and practice leadership. Depending upon the firm's culture, creating an interactive forum for top performers (e.g., Winners' Circle) to share tips and ideas, ideally in person, will provide further inspiration and motivation.

Conclusion

Developing a robust BD coaching program is an investment worth making. Much like a law firm's dedication to providing clients with services and solutions that are tailored and multidimensional, the BD coaching program that administrative staff facilitate should be designed with the same level of care in order to be impactful and yield results. Take the time to define and communicate the program's value proposition, seek high-potential volunteers, and customizing the approach for the individual are all integral elements to implementing a successful program that yields results.

*****

Mayumi L. Wille is Senior Manager, IP Marketing, and Divya Reddy is Manager, Business Development, at Foley & Lardner LLP.