Business Development

The real math on a law firm business development lunch, and what to say before you leave the table.

Most law firms know whether their clients are satisfied, but fewer know whether those clients are truly loyal. Those aren’t the same thing.

The ABA has clarified what engagement letters can include. Here’s the case for using this document to set client expectations, not just protect the firm.

The gap between conversation and candor is where client feedback programs succeed or fail, and it’s why neutrality matters more than most firms realize.

Nearly half of all sales meetings end without asking for the business. Here’s how lawyers can close effectively and comfortably.

The analytical skills that make lawyers exceptional in practice are quietly killing their business development. Here’s the behavioral science behind why — and the fix.

For many law firms, client feedback begins and ends with a survey or scorecard. Those responses can provide signals, but they rarely reflect the full client experience or the nuance behind it.

Most lawyers treat a signed engagement letter as the finish line. It’s actually the starting gun. What happens in the first two weeks of an engagement shapes how the entire client relationship unfolds.

“Trust me” is one of the least effective phrases in a business development conversation. Credibility isn’t claimed — it’s demonstrated, and there’s a real difference in how you do it.

Most lawyers dread the awkward first conversation with a prospective client. That discomfort is actually a signal, and leaning into it is the right move.