How to Turn More Lawyers Into Rainmakers

By David H. Freeman

As a leader, one of your main responsibilities is helping your lawyers generate more revenue. But what tools and approaches can you employ to make that happen?
This article shares insights from a five-week mastermind program conducted with 20 Professional Development experts from Am Law 200 firms. Here, we will explore:

• Promoting a firmwide culture of business development.
• Leadership responsibilities to drive action and foster greater internal collaboration.
• Approaches for providing business development training.
• Encouraging participation, accountability, and follow-through on business development activities.
• Leveraging technology and innovation.

1. Promoting a Firmwide Culture of Business Development

Creating a robust business development culture requires intentional leadership and collaborative efforts. One participant in the mastermind shared how their firm revitalized its approach by publicly recognizing and rewarding teams that excelled in cross-selling efforts. This recognition created a ripple effect, inspiring more lawyers to engage in business development initiatives and fortifying the firm's overall culture.
Mastermind participants stressed the importance of establishing clear standards for business development practices and fostering an environment that actively supports these initiatives. One critical insight was to focus on “progress measures” — controllable activities that pave the way for eventual “success measures” like billable hours and revenue. Examples of progress measures include internal conversations about cross-selling, meetings with prospective clients, time spent on business development, in-house presentations, and follow-ups after conferences.
Collaboration between Business Development (BD) and Professional Development (PD) teams is essential. Often, these departments operate in silos, hindering the synergy needed for optimal results. Leaders must facilitate ongoing communication between these teams, aligning goals to ensure business development is a shared objective rather than a niche pursuit. This alignment sets the stage for a unified, revenue-driven culture.
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2. Leadership Responsibilities to Drive Action and Foster Greater Internal Collaboration

Effective leadership is essential for driving business development success. One participant recounted how a firm leader who personally mentored mid-level associates witnessed significant improvements in their engagement and client outreach efforts. This hands-on mentorship underscored the leader's commitment and spurred tangible results.
Regular group meetings that prioritize business development can be transformational. Leaders who consistently spotlight business development in discussions, ask lawyers to report on their progress, and establish clear goals and measures often see accelerated growth in their teams. This approach keeps business development top-of-mind and instills a culture of accountability.
Leaders should act as role models and champions. By exemplifying the desired behaviors and celebrating lawyers' progress and successes, they set a standard for others to follow. One effective tool for gauging the current state of a team's business development culture is the Culture Xray survey. This tool helps leaders identify strengths and weaknesses within the group, enabling them to develop targeted plans for improvement.
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3. Approaches for Providing Business Development Training

Tailored training programs emerged as a key focal point in the mastermind discussions. One compelling story came from a firm that introduced a gamified training system. Lawyers competed to complete business development tasks, earning points that were celebrated in firm-wide meetings. This playful approach fostered camaraderie, heightened engagement, and reinforced essential behaviors.
Training programs should be relevant to different career phases and integrate modern, engaging methods. Interactive webinars for remote learning, mandatory training sessions, and periodic refreshers to reinforce key tactics were all highlighted as effective strategies. Training should also align with individual professional development goals and be supported by firm leadership. Personalized coaching and mentorship can further enhance these efforts, providing lawyers with specific guidance tailored to their growth areas.
One often overlooked but highly impactful strategy is training group leaders to be “revenue-focused” leaders. These leaders can then better influence and manage the business development, marketing, and client service activities of their teams.
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4. Encouraging Participation, Accountability, and Follow-Through On Business Development Activities

Keeping lawyers engaged and ensuring they follow through on business development can be a challenge. One firm successfully implemented a “buddy system,” pairing lawyers to collaborate on client development activities. This approach fostered accountability and resulted in increased implementation and cross-selling.
Taking this concept further, some firms created cohort groups led by internal leaders. This approach cultivated a sense of accountability, team learning, and interpersonal connection, accelerating the development of both individual lawyers and the firm as a whole.
To maintain momentum, leaders can employ tools such as partner scorecards and structured reporting systems to track progress. Encouraging lawyers to create personal business plans that outline specific tactics, goals, timelines, and measurable outcomes, and scheduling regular check-ins to review these plans, can reinforce their commitments.
For firms or groups that have undergone strategic planning exercises, forming a task force to act as a “watcher” can ensure that agreed-upon initiatives are executed.
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5. Leveraging Technology and Innovation

The use of technology was a significant topic in the mastermind discussions, with several examples illustrating its potential. One firm set up automated reminders for lawyers when their targeted contacts had not been reached out to for a certain period. Others used AI tools to draft thought leadership pieces, giving lawyers a head start and making content creation more manageable.
Technology also supports online training and coaching services, which can make learning more accessible and continuous. An example of innovation shared was a firm that integrated curated music into training sessions. In another firm, participants were encouraged to share quotes, song lyrics, or philosophies that resonated with them and motivated their personal and professional growth. This human-centric exercise generated meaningful connections and heightened engagement within the group.
Finally, by encouraging lawyers to adopt technology that streamlines their workflow, firms can help free up time that can be redirected toward business development activities.
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Conclusion

Insights from the mastermind program demonstrated that turning lawyers into rainmakers requires more than just technical training — it involves nurturing a culture that prioritizes business development, strong leadership, and continuous engagement. By fostering collaboration, leveraging technology, and aligning professional development with business goals, firms can equip their lawyers with the tools and inspiration needed to generate greater revenue and growth. This is a win for both individual lawyers and the firm as a whole.