In reading Business Development for Lawyers, I was struck by the similarity between the structure of Ms. Schmidt’s book and my own preferred approach to business development.  Her book is organized from the top to the bottom of the client decision making curve.  She employs a practical, no-nonsense, step-by-step approach to business development with enough detail for pragmatic attorneys to feel comfortable.  Every author who attempts such a task has to walk a fine line: to write a book that is both digestible and challenging.  Most attorneys in private practice have an innate sense for appealing to clients, prospects and referral sources; yet few take a focused, detailed approach in pursuing their own business development responsibilities.   Ms. Schmidt’s book eases that path.

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After having spent twenty years working with accounting, banking, consulting, legal and tax professionals, I am convinced that, more than any other professional, attorneys are defined more by their personal positioning and branding efforts than by the brand and reputation associated with their partnership.  Right from the beginning, Schmidt hammers home the single most important concept: that it is critical for individual attorneys to position themselves apart from the crowd.  Schmidt takes the reader on a tour of the “traditional” marketing techniques (writing, speaking, public relations, etc.) that are so important to appealing to a broad mix of stakeholders (clients, prospects, referral sources, colleagues).  Most potential clients are not immediately seeking new counsel, so it is crucial to begin by cementing your brand among your stakeholders.

90% of new business from current clients

Moving right along, it is common to note that 90% of one’s new business should come from one’s current clients.  It was immensely gratifying to see Ms. Schmidt spend so much effort and attention (four chapters) on the related subjects of managing client relationships, handling difficult client situations, satisfying clients, building loyalty, and cross-selling and expanding relationships. 

I particularly enjoyed Schmidt’s take on handling difficult clients.  It is a rare attorney who is adept at handling truly difficult client situations.  Not too surprisingly, clients treat these “crucible” situations as microcosmic flashpoints, emblematic of the overall client-attorney relationship.  In other words, clients will micro-examine their attorney’s approach to solving difficult situations.  Schmidt devotes a chapter to handling those trying circumstances that can make or break client relationships.

Schmidt tackles some of the more challenging business development issues head-on.  Her chapter on cross-selling and expanding client relationships alone is worth the price of the book.  In many firms, there is a thimbleful of upside and a bucket full of downside for a partner to introduce another attorney to his or her client.  No matter how high the sourcing incentive, few partners really want to introduce other lawyers to their clients in the absence of a pressing need.  Schmidt addresses this conundrum as well as anyone I’ve read.

Importance of relationships

Most longtime business developers understand the importance of relationships in any professional service business.  Four times as many prospects are considering the engagement of new counsel versus actively seeking new counsel, and their decision-making rests on the opinion of those whom they respect.  Schmidt’s book kicks into high gear when discussing the building and care of great relationships, whether with clients, referral sources, the media or other stakeholders.  In my view, it is way too easy for attorneys to concentrate on their work to the exclusion of their relationships.  One attorney described this condition as a “Poverty of Relationships.”  Schmidt urges attorneys to avoid this condition and offers simple steps to prevent its occurrence.

Ms. Schmidt deftly handles face-to-face sales, writing proposals and following up with prospective clients and referral sources.  She calmly treats these potentially intimidating and emotionally-charged activities as necessary tools versus necessary evils, and removes much of the fear with detailed recommendations.

Schmidt’s book (or any other business development book) would be incomplete without a section on building a Personal Marketing Plan.  While her commentary on preparing for and building the plan is certainly appropriate, she demands that attorneys hold themselves accountable.  To that end, she recommends a series of commitments; e.g., proactive scheduling of business development activities, the active use of one’s secretary to help keep one on task, using colleagues as “buddies” to help keep one’s focus.  This is the single most difficult act for most attorneys.  The billable hour monster will always keep center stage, administrative tasks will always intrude and attorneys certainly want a semblance of a home life; but business development must be done…and it is all too often postponed. 

It is clear that Ms. Schmidt’s useful concluding comments and her section on developing a personal marketing plan are intended to make the book useable to the average attorney.  These comments are a must read.  Do not bail out of the book before you read these sections.

“Business Development for Lawyers” is ideal for those attorneys who are not quite certain as to how they want to establish their brand and build relationships. Each section or chapter concisely describes strategies and tactics with just enough detail to speak to the personal preferences of the reader, yet leaving the attorney enough room to implement according to his or her own personal style.  Whether an attorney is an accomplished rainmaker or a relative newcomer to business development, I would recommend “Business Development for Lawyers.”  It is a solid, useful book.