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In the early days of building my law firm, I had a revealing moment that changed how I thought about business development. At a networking event, I was explaining our firm's practice—bankruptcy, commercial litigation, and corporate—to a new contact. After the conversation, one of my closest friends—who was a client and part of the conversation—turned to me and said: "I had no idea you did all that."
That moment crystallized something crucial: even those closest to us professionally often don't fully understand what we do. I think this is common. And it’s costing lawyers valuable business development opportunities.
Here three common assumptions that get in the way of bringing in more business:
Assumption #1: "They Know What I Specialize In" Your contacts may have an incomplete or outdated view of your practice. They remember you handled their employment litigation years ago, but don't realize you've developed expertise in healthcare compliance. Your growth isn't automatically visible to others, even those who know you well.
Assumption #2: "They Understand My Firm's Full Capabilities" Law firms often suffer from narrow perceptions about their services. A client might think of you as "the employment law specialists" when you actually offer comprehensive corporate services. Or they assume you only serve Fortune 500 companies when you regularly work with growing businesses and startups. These misconceptions limit opportunities on both sides.
Assumption #3: "They Know I Want Their Work" This might be the most costly assumption of all. Potential clients often don't realize you want their business. They might think their matter is too small, too routine, or not sophisticated enough for your practice. Some assume you're too busy to take on new clients. Valuable opportunities are lost because potential clients make assumptions about whether their work would be welcomed.
Breaking Through These Barriers
The solution requires consistent effort and clear communication:
Keep your network informed about your evolving practice areas and recent work
Share specific examples of the types of matters you handle
Explicitly express interest in potential work
Regularly check in with existing clients about their business challenges
Think about your own professional relationships. What assumptions might be limiting your opportunities? What conversations should you be having to ensure your network truly understands how you can help?
Remember: clarity in communication isn't just good business development—it's good client service. By helping others understand the full scope of how you can assist them, you're not just growing your practice—you're also better serving your clients by ensuring they know all the ways you can help solve their problems.
Jay Harrington is president of our agency, a published author, and nationally-recognized expert in thought-leadership marketing.
From strategic planning to writing, podcasting, video marketing, and design, Jay and his team help lawyers and law firms turn expertise into thought leadership, and thought leadership into new business. Get in touch to learn more about the consulting and coaching services we provide. You can reach Jay at jay@hcommunications.biz.