It not likely a surprise to anyone who works in or with law firms, that the “real” success that is lauded and promoted is gauged by a lawyer’s ability to chase and land brand new clients. Bigger names. Competitive wins. The elusive rainmaker. However, in today’s market, that narrative of
If you’re like most lawyers, business development feels more draining than energizing. It’s not because you don’t care about building relationships—it’s because the process feels heavy. AI can change that. Here are three practical ways lawyers can put AI to work today: The beauty of AI isn’t just efficiency, it’s
Let’s be honest: lawyers don’t lack discipline. They lack time. The hours spent on BD tasks: researching industries, drafting meeting prep notes, following up with prospects—add up fast. For many, it feels like trying to squeeze a second job into an already overloaded schedule. Here’s where AI changes the game.
For most lawyers, business development can often feel like a second job. It competes with the demands of practicing law, billable hours, and the never-ending client needs that already fill your calendar. It’s no wonder so many lawyers describe BD as exhausting. But here’s the truth: the problem isn’t lack
Law firms have weathered plenty of change — but the convergence of economic uncertainty, shifting client demands, disruptive technology, and mounting pressure on DEI and the rule of law is creating one of the most challenging environments in the profession’s history. When the ground feels unsteady, the instinct can be
As law firms and their clients face a more uncertain economy and the possibility of softening demand, investing in a stronger, more connected client experience is not just good practice—it’s a smart, strategic investment.
In a business landscape defined by rapidly evolving technology, shifting client expectations, and relentless performance pressures, law firms face a critical choice: continue optimizing operations for efficiency alone, or invest in the one asset that truly drives long-term value—people. The law firms that will lead tomorrow aren’t just embracing innovation; they’re cultivating environments where individual lawyers and staff can truly flourish. But it would be foolish to dismiss this as a soft, idealistic notion – it is a business strategy grounded in data and measurable performance.
In uncertain business times, consistency and predictability are paramount. I would argue that predictability is a better measure of long-term success than record-setting profits. Law firms cannot afford to take a reactive approach to business development. Consistent investment, a focus on diversified business development efforts, and a commitment to fostering a culture of business development are keys to long-term success.
Law firm strategic planning has a bad rap. Many firms spend significant time, energy, and resources developing a strategic plan only to see it falter. Often, the reason strategy fails isn’t the plan; it’s the lack of support and management tools needed for implementation, particularly when it comes to the