Washington Lawyer - January/February 2025 - 29

FEATURE
RAINMAKING continued from page 17
Communication is critical. Do not assume you know your client's preferences
if you haven't been working for them long. Some clients want to
be involved in details; others like to chime in only on big-picture issues.
Similarly, some want consistent updates; others do not. Get clarity
about their expectations and preferences, and then follow through.
Find your differentiators. While doing good work is necessary,
it isn't enough. Lawyers who want to get hired must find a way to set
themselves apart from others. That means exploring what makes you different
from other attorneys. What is it about you that someone would say
is their reason for hiring you? Are you the most knowledgeable? The most
responsive? The least expensive? You should identify that reason and leverage
it. Your clients may be able to help you answer this question. This
exercise also allows you to identify areas where modification might be
needed so you can make changes.
about their families, hobbies, and interests creates genuine relationships.
Also, and I know it's cliché, the best clients do become your friends. You
want to see each other succeed, and you want to hear about each other's
work and nonwork milestones.
Be easy to work with. One of the easiest things to control is your
attitude and the impression that you are giving. Be positive and show
appreciation for the opportunities provided to you by the client. If given
the choice, I think most clients (and people in general) would prefer to
work with someone who conveys positivity and minimizes complaints.
While clients may continue to work with unpleasant lawyers, it is my experience
that they will often replace them as soon as they find another
option.
When you speak with your clients, don't rush through the call to make
it to your next one. Build out a buffer time on either side of the call for
when it inevitably goes over the allotted time, or in case your client
wants to touch base on other issues. Do not multitask (it's very obvious!)
and give the call your full attention. Try to evoke the impression that every
client is your only client. Do you want the client to leave a call thinking
that you don't have enough time for them, or that you are very
appreciative for the work?
Also, don't be afraid to ask how you can make your client's job easier. Or
take the initiative and volunteer to handle certain tasks. For example,
when your client has a report due to their boss on a matter you are handling,
you may be able to volunteer to do the first draft. They will likely be
grateful to get something off their plate or, at the very least, be appreciative
of the offer.
Don't limit your book to work that you alone can do. Once
you have enough work on your own plate, you can focus on bringing in
work that you don't have to do yourself. If you are at a firm with multiple
practice groups, for example, one growth model is to bring in work that
other lawyers at your firm can handle. Another option is to continue to
build a trusted team that could assist with your work. This approach allows
you to market not just yourself, but also a larger collaborative group
that can handle bigger matters.
Take advantage of available programs. The D.C. Bar and other organizations
offer programs that address business development and related
issues. If a program interests you, you should attend. And that is especially
true if you are in phase one of building your book. Attendance, however,
should always be accompanied by a commitment to spend as much time
implementing your business plan as the time it took to attend.
One differentiator is to be authentic. After all, no one else will have the
same traits as you. As a young lawyer, I was told that before Monday
meetings with clients, I should read the sports section of the newspaper
so I could make small talk about the weekend games. But sports are not
my thing, so I never did it. Frankly, if I had tried to connect with someone
through sports, it would have been strained and probably transparent.
Instead I focused on connecting with clients on topics that I cared about
- what struggles they are having at work, what is important to their
success, and how they spend their lives outside of work. You should focus
on what is an authentic avenue for you. Otherwise, clients will be as
uncomfortable as you are.
I continue to advocate to my team that they should be genuinely curious
about our clients' lives beyond the surface level. I advise the same to
you. Anyone can ask " how's the weather? " On the other hand, asking
The type of business development that does and doesn't work for you is
likely to change over time. Take stock every so often and identify those
actions that had the best return on investment. As noted previously,
what works for you might be different once you reach the expanding
phase. You will also get a lot of nos and roadblocks (e.g., conflicts) along
the way. Don't let those discourage you. Persistence is key in building
your book.
In short, there are a variety of ways to build and expand your book of
business. Even though it will be very hard to do, and it will likely take years
to do so, the payoffs both professionally and monetarily are worth it. Be
patient with yourself and celebrate the successes along the way.
Shari L. Klevens is a partner at Dentons, where she is cochair of the firm's
global insurance sector team and a member of its leadership team.
JANUARY/FEBRUARY 2025 * WASHINGTON LAWYER 29
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