Business Development: How & Why Law Firms Should Invest In Associates' Business Development Efforts

When associates join firms at the junior level, they are tasked with learning how to actually practice law. In most cases they are there because they want to dive deep into the substance of the law itself. They must master their chosen practice area, comprehend the nuance that goes along with each matter and gain a deep understanding of the process and procedure required within the law. Associates need to know what they know and, perhaps more importantly, learn what they don't know. They must be committed to spend the necessary years perfecting their craft and becoming top of their game. Being a good lawyer is a baseline for success in the profession. Without debate, this is essential — but it doesn't have to, nor should it, be at the expense of the attorneys' business development efforts. The goal is to develop multi-dimensional lawyers. Those who bring so much to the table — for themselves, for the firm and for their clients. Those who can both practice law and build business, authentically.

If law firms regularly support and encourage their associates to establish and enhance their professional relationships, the path to success for the attorney and the firm is often simpler. While junior and mid-level associates may not be expected to drive revenue during their primitive years, if they plant the seeds of meaningful relationships early on, they'll be able to generate business at the time it is expected of them. Without planting and watering those seeds, firms can end up with senior associates and counsel who mastered their craft and pick their heads up to find empty calendars with no one to call. It's a tough position that can easily be avoided.