Insights

After training thousands of professionals at law and consulting firms, you begin to see what works in making the training impactful. While I love speaking at firm retreats, I am not a big believer in one-and-done communications. I think that to really make an impact, there needs to be a plan for follow-up. A few ideas: 1. Involve both your…

I'm not very original. Whenever I meet a rainmaker, I always ask the same simple question: "Where have your best clients come from?" The answer is remarkably consistent. “My best clients are people I’ve known forever.” “So much of this business is relationship-based.” “These weren’t quick wins. They took years.” What stood out isn't just who those clients were, but how early the…

Trigger Warning: One of the hardest conversations in a law firm isn’t about strategy. It’s about capacity. Managing partners often have a clear sense of where the firm wants to go: growth priorities, practice focus, lateral integration, client expansion and furtherance of their reputation. Each is important. CMOs are usually equally clear about what it actually takes to support those goals: people,…

When lawyers make a lateral move (whether from another firm, government, or in-house), the instinct is often to start fresh: build a new internal network, learn the culture, and prove yourself quickly. All of that matters. But "Breaking Ground" research surfaced two lessons from rainmakers that all partners, but particularly lateral partners, often underestimate. Both can make the difference between a slow…

Several years ago, I co-wrote an article with McKinsey & Company’s Dan DiPietro about alignment in law firms — specifically the link between compensation and business development. I’ve been thinking about it again recently, and if anything, the point feels even more relevant today. Here’s the uncomfortable truth. You can invest heavily in business development training, coaching, CRM systems, and…