New Year, New Lens: Aligning Business Development with Your Stage of Practice
Camille Stell is Vice President of Risk & Practice Management for Lawyers Mutual Liability Insurance Co. of NC. Continue this conversation by contacting Camille at camille@lawyersmutualnc.com or 800.662.8843.
Business development is one of those topics that can conjure images of forced networking, awkward conversations, or pressure to “bring in business”. For others, it feels like something that will take care of itself, no need to be intentional about it.
One reason business development can feel so elusive is that it is often discussed as if it looks the same for every lawyer. In reality, effective business development evolves over time. What works early in your career may not be the best use of your time later, and strategies that once felt productive may need to be adjusted as your practice, responsibilities, and goals change.
Understanding how business development shifts at different stages of practice can help lawyers focus their energy more intentionally – and with less frustration.
Early-Career Lawyers: Building Visibility and Credibility
For lawyers in the early years of practice, business development is less about generating clients and more about becoming known and trusted. At this stage, most clients are not choosing you because of your book of business; they are choosing you because of your competence, professionalism, and connections.
Effective business development for early-career lawyers often looks like:
- Getting involved in bar associations, sections, and committees
- Attending local legal and community events consistently
- Writing short articles, assisting with CLEs, or participating on panels
Creating and maintaining a LinkedIn profile that highlights not only your resume, but who you are and how you build relationships with mentors and peers
Using LinkedIn intentionally can also play an important role at this stage. Sharing thoughtful posts about your work, commenting on developments in your practice area, and engaging with colleagues’ content can help reinforce your credibility and visibility well beyond in-person interactions.
These efforts may not immediately result in new clients, and that is okay. The goal is to establish a professional reputation and build a foundation of relationships that will support your practice over time.
A common pitfall at this stage is feeling pressure to “produce business” before you have the experience or confidence to do so. Early career lawyers should view business development as an investment in visibility and credibility, not a short-term sales exercise.
Mid-Career Lawyers: Deepening Relationships and Defining Focus
As lawyers move into the middle years of practice, business development becomes more intentional. By this point, many attorneys have a clearer sense of what they enjoy, what they do well, and the types of clients or matters they want to handle.
Business development at this stage often shifts toward:
- Strengthening relationships with existing clients and referral sources
- Clarifying and communicating a practice niche
- Becoming a “go-to” lawyer for particular issues or industries
- Engaging in more strategic networking rather than broad participation
For solo and small firm lawyers, this may also be the stage where systems and processes become part of business development. How clients are onboarded, how communication is handled, and how work is delegated all impact client satisfaction and referrals.
A common challenge in mid-career is continuing to rely on early-career tactics – attending everything, saying yes to every opportunity – rather than focusing on activities that align with long-term goals and capacity. At this stage in career, business development becomes less about volume and more about fit.
Established Lawyers: Leveraging Experience and Planning for Continuity
For lawyers in later stages of practice, business development often centers on sustaining the practice and protecting its value. Long-standing relationships, institutional knowledge, and professional reputation are significant assets but they require attention to remain effective.
At this stage, business development may include:
- Deepening and maintaining trusted client relationships
- Mentoring younger lawyers and integrating them into client relationships
- Supporting firm leadership and community engagement
- Thinking intentionally about succession and transition planning
Rather than focusing on acquiring new clients, established lawyers are often focused on continuity, ensuring that relationships endure beyond any single lawyer and that clients experience a smooth transition when change occurs.
One common misstep is assuming that client relationships will naturally transfer without deliberate planning. Introducing clients to other lawyers, gradually shifting responsibility, and communicating openly are all critical components of late-career business development and eventually succession planning.
Firm Size Matters – But Career Stage Matters More
Firm size certainly influences how business development is structured. In solo and small firms, a lawyer’s personal reputation is often inseparable from the firm’s brand. In larger firms, business development may involve teams, cross-selling, and institutional clients.
However, regardless of firm size, individual lawyers benefit from understanding how their role in business development changes over time. A first-year associate and a twenty-year partner should not be measured by the same metrics, nor should they be engaging in the same activities.
Evolving with Intention
Perhaps the most important takeaway is that business development should evolve along with your career. Periodically stepping back to consider where you are and where you want to go can help ensure that your efforts are aligned with both professional goals and personal priorities.
There is no single “right” way to do business development. The most effective approach is one that fits your stage of practice, leverages your strengths, and supports a sustainable, fulfilling career. When business development is approached thoughtfully and at the right time, it becomes less about pressure and more about purpose.
Camille Stell is Vice President of Risk & Practice Management for Lawyers Mutual Liability Insurance Co. of NC and is the co-author of the book, RESPECT – An Insight to Attorney Compensation Plans. Continue this conversation by contacting Camille at camille@lawyersmutualnc.com or 800.662.8843.
