I recently shared my thoughts on the importance of engaging in “client-centric selling,” which is my moniker for how to approach business development in a way that’s focused on the challenges, pain points, and opportunities faced by those you serve.
One of the challenges I face as a business development trainer and coach to lawyers who want to build a practice, is teaching techniques and tactics related to the “soft skills” that go into developing business without relying solely on appeals to intuition and anecdotal evidence. There’s just not that much hard data to point to in the realm of selling professional services to make the case.
That changed recently with a new study from Gartner and Intapp which breaks down—backed by loads of data—what works and what doesn’t when it comes to professional services business development. The good news: the study’s key findings back up what I preach. So if you read this newsletter, my LinkedIn posts, listen to my podcast, or have read my books—and hopefully have started putting the principles I espoused into practice—you can be confident that you’re on the right track.
I encourage you to read the study, which you can find here. In this post I want to focus solely on the key characteristics and attributes of what the study defines as “Activators”—partners in firms who are responsible for significant revenue generation.
What is an Activator?
The study identifies five distinct profiles that define how professional services partners approach business development. Four of the five are negatively correlated with performance. Only the Activator shows a positive impact on performance and revenue (and it’s a significant impact). The Activator does the following: commits to business development, connects with clients and colleagues, and creates value in relationships.
1. Embracing Business Development as a Priority
Activators are champions of proactive business development. Unlike their counterparts, they don't view excellent service as an automatic gateway to new business. They dedicate consistent time to nurturing existing client relationships and pursuing new ones, understanding the dynamics of a competitive landscape where resting on laurels isn't an option.
This commitment is reflected in how Activators allocate their time. While non-Activators are prone to complacency, leaning heavily on existing client engagements, Activators strike a balanced approach—investing equally in new and existing relationships. This strategy isn't just about securing immediate opportunities; it's a long-term game of building a resilient practice that can weather changes in client leadership and market conditions.
I’ve stressed the importance of carving out time for business development; of selling yourself one hour of your time every day to focus on your priority to build your practice. That’s what Activators do.
2. The Power of Connection
Activators excel in forging connections. Their networking prowess extends beyond collecting business cards; they create meaningful relationships throughout client organizations, recognizing that influence resides at all levels and not just the C-suite. They leverage platforms like LinkedIn and firm events not as passive participants but as active connectors, identifying synergies that others overlook.
Crucially, Activators embody a collaborative spirit often absent in their peers. Where some partners may hoard client relationships, fearing dilution of their value, Activators introduce clients to colleagues, selling their firm’s collective expertise rather than just their own. This “team over individual” mindset is fertile ground for cross-selling and delivering comprehensive solutions to clients, strengthening client loyalty in the process.
Your network is your most valuable asset. But it won’t pay dividends unless you actively nurture it.
3. Creating Value Through Insight and Proactivity
Finally, Activators are value creators. They stay ahead of the curve, monitoring regulatory changes, court rulings, or any industry shifts, transforming this information into actionable insights for their clients. These are not mere transactional interactions; they are thoughtfully crafted discussions that position Activators as indispensable strategic advisors—trusted advisors.
This approach speaks to the forward-thinking nature of Activators. They don’t wait for an RFP to land on their desk. Instead, they engage clients with opportunities and insights, often outside their immediate area of expertise, directing them to the best resources within their firm when necessary. This proactive engagement, though it may not always yield immediate billable work, positions Activators as go-to problem solvers, inevitably leading to more business in the future.
As I’ve said many times before, always be looking to add value beyond the billable hour.
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.