Why Anticipating Your Client’s Next Problem Is Good Business Development
The strongest client relationships are built by helping clients navigate what comes next. Learn how anticipating future challenges positions you as a trusted adviser rather than a reactive service provider.
Most lawyers wait for the phone to ring. Rainmakers make the phone call.
In this edition of BD Tips Wednesday, I take a look at one of the simplest, but most underutilised, business development strategies available to lawyers: anticipating your client’s next problem.
The Shift: From Reactive to Strategic Business Development
Lawyers who build the strongest client relationships think differently. They are not just focused on solving the problem at-hand; they're already thinking about what comes next. This is the fundamental shift needed to succeed in business development: the move from being a reactive lawyer to a strategic rainmaker.
Most lawyers rightly pride themselves on their responsiveness. They deliver good work, turn things around quickly and keep clients informed throughout the matter. All of this is very important, but it is table-stakes in this day-and-age and is not what is differentiating you from the competition.
Lawyers who stand out from the competition are those who demonstrate foresight into their clients’ needs.
Problems Rarely Arrive Alone
Case in point: clients rarely experience legal issues in isolation. A contract dispute today, may lead to a restructuring tomorrow. A new company hire today may trigger employment risks in six months’ time.
When you begin to recognise patterns, something powerful happens. You stop seeing matters as standalone instructions and start to see them as part of a broader commercial journey.
This ability to strategically map what at first might appear to be unconnected events is an important milestone in your business development journey.
Seeing the Business, Not Just the Matter
When you start to look at your client relationships holistically, your perspective changes. Instead of asking:
“What has the client asked me to do?”
You start asking:
“Where is this client going?”
This is where real business development and growth opportunities live.
Because once you understand the trajectory of your client’s business - their growth plans, risk profile, industry pressures, bonus KPIs and internal constraints - you start to identify issues before they crystallise into urgent problems.
From Lawyer to Trusted Adviser
Trusted adviser, the Holy Grail! You are no longer just the lawyer who solves problems when they arise, you become the adviser who helps clients prepare for what is coming.
That distinction matters.
Any lawyer can respond to a brief. Very few lawyers consistently guide clients around corners they cannot see yet. Clients value this insight enormously because it reduces uncertainty and risk. It signals that you understand their commercial environment and not just the legal issue placed in front of you.
When you are able to anticipate your client’s next problem:
You deepen trust without needing to “sell”
You create natural pathways for future work
You position yourself as integral to the client’s decision-making
You reduce the risk of being replaced by a cheaper alternative.
In short, you move from being a service provider to a strategic asset.
Takeaway
Often, the most valuable sentence a lawyer can say to their client is:
“You may want to start thinking about this next…”
It's simple. But, when done right and in a non-sales way, it also signals foresight, commercial awareness and genuine investment in the client’s success.
Need Help With Your Business Development?
Get in touch if you want to talk about any of this. We also offer a very affordable BD Audit and Training package.
How Your Gardening Skills Can Help Develop Your Business Development Skills
Successful business development has more in common with gardening than selling. Explore why patience, cultivation, focus and long-term thinking are essential ingredients for sustainable growth.
Business development is often described as a funnel-game:
✔️ More meetings
✔️ More networking events
✔️ More LinkedIn posts
✔️ More proposals
And, hopefully, more prospects fall-out of the bottom of the funnel.
But, as anyone who has built a sustainable client-base (rainmaker) will be able to tell you: Business development isn’t about speed and taking short-cuts, it’s about cultivation.
So, for this BD Tips Wednesday post, I’m looking at why, if you want to become that rainmaker, you need to start in your garden!
1. You Can’t Force Growth
When you’re gardening and plant a seed, you don’t dig the seed up every morning to see if it has grown a little overnight. You:
prepare the soil
water consistently
ensure it gets sufficient sunlight.
And then you wait.
Oddly enough, business development works exactly the same way. You
meet someone (at an event)
follow up thoughtfully
share useful insights
stay visible
But, in the same way as you cannot force a seed to grow, you cannot force trust. You cannot demand that a prospect give you an instruction just because you paid for the coffee that morning.
Lawyers who struggle with business development often try to force an issue that is naturally incremental. Just like gardening, business development requires the ingredient of "patience".
2. Soil Quality Matters More Than Seed Volume
In gardening, poor soil produces weak plants. In business development, poor foundations produce weak relationships.
If you:
Deliver inconsistent service
Fail to communicate clearly
Bill unpredictably
Overpromise and underdeliver
No amount of buying coffees will fix it. The best rainmakers understand that retention and reputation are the soil to successful business development.
3. Weeds Compete for Nutrients
As every garden attracts weeds, every unstructured business development strategy will get bogged down in the weeds.
Weeds in business development tend to look like:
Networking without purpose
Coffee meetings with no strategic alignment
Clients who drain margin and energy
Chasing tenders you should have declined
If you don’t remove what competes for nutrients, your best opportunities will starve.
The most effective rainmakers are ruthless about focus. They know which sectors matter. They know which relationships compound. They say “no” more often than "yes".
4. Seasons Exist
No garden produces all year-round at the same intensity.
There are planting seasons.
There are growth seasons.
There are harvest seasons.
Wait, isn’t that a great summary of business development?
There are periods where you invest heavily in visibility.
There are periods where you nurture active opportunities.
And there are seasons when work flows because of seeds planted [sometimes] years earlier.
Rainmakers know: If you only plant when you are hungry, you will starve.
5. Diversity Strengthens the Ecosystem
A monoculture garden is fragile. One pest will wipe it out.
Similarly, a business development strategy built on one:
key client
referrer
sector
government panel
is exposed.
In the legal services world - particularly if you operate with tender-based clients (like fin services or government) - over-reliance on a single revenue source is a huge structural risk!
Resilient business developers cultivate:
Multiple referral channels
Cross-sector relationships
A mix of recurring retainer and project work
Different pricing models
6. Growth Is Often Invisible
I’ve worked in business development for over 30 years. The one thing I have learnt is this:
‘Roots grow before shoots appear’.
In business development, credibility grows long before instructions arrive!
Need Help With Your Business Development?
Get in touch if you want to talk about any of this. We also offer a very affordable BD Audit and Training package.
The Importance Of Client Retention
Retaining existing clients is one of the most profitable growth strategies available. Discover practical ways to deepen relationships, deliver value and build long-term loyalty.
I have no idea where it comes from, but it is said that a 5% increase in client retention can result in a 50% increase in profitability. While the stat might at first seem like it has been picked out of the sky, the logic that a retained client is more profitable than an acquired one is sound. For that reason, this BD Tips Wednesday post will look at some of the ways you can help retain clients you want to keep!
To get us started
In professional services, the easiest client to win is the one you already have. Retention not only secures recurring work but also creates advocates who refer you new opportunities.
So how do you move from being just another supplier to becoming a trusted, long-term partner? Here are seven strategies that will help you increase client retention.
1. Deepen Client Relationships
Client loyalty starts with meaningful relationships. Go beyond transactional interactions by embedding structured, ongoing conversations. Regular check-ins outside of live projects demonstrate that you’re invested in the client’s long-term success, not just billable hours.
Consider introducing a client listening program - short surveys, structured interviews or even informal coffees, to understand evolving priorities. For larger accounts, build a client account management plan (KAM project) that outlines their goals, potential risks and opportunities for growth. This keeps you aligned and proactive.
2. Deliver Consistent Value
Clients stay when they consistently see value. That means offering more than just services; it means delivering insights, solutions and results that advance their goals.
Proactive insights: Share trends, regulatory updates, or benchmarking data that matter to their business.
Outcome-oriented reporting: Don’t just show the work you’ve done, show the impact, whether that’s reducing risk, saving costs or creating opportunities.
Continuous improvement: Highlight how you’ve improved your processes since the last engagement.
Clients want to know you’re not standing still; they expect innovation and refinement.
3. Personalise the Client Experience
A one-size-fits-all approach doesn’t cut it. Personalisation shows clients that you’re paying attention.
Tailor your solutions, communication styles and even pricing models to their specific needs. Document client preferences in a client playbook -whether it’s how they want reports presented, invoicing structures, or communication styles. And don’t forget the human touch: recognising client milestones, from company anniversaries to leadership changes, goes a long way in showing that you care.
4. Build Trust Through Transparency
Trust is the cornerstone of retention. If clients believe you’re hiding information, they’ll quickly look elsewhere.
Pricing transparency: Eliminate surprises. Offer multiple options: subscription, blended, or outcome-based, so they feel in control.
Visibility: Use project dashboards or regular progress reports to keep them informed.
Accountability: If mistakes happen, own them and provide solutions quickly. Clients don’t expect perfection, but they do expect honesty.
Transparency creates confidence, and confidence drives loyalty.
5. Strengthen the Human Connection
Clients don’t just buy services, they buy relationships. Strengthen those connections at every level of the relationship.
Encourage executive alignment by pairing your senior leaders with theirs for high-level strategy conversations. Host client-only events; roundtables; workshops; or appreciation function that go beyond pure business development. And don’t overlook your alumni network: stay in touch with former client contacts who may influence decisions in new roles.
6. Embed Feedback Loops
Retention depends on listening and adapting. Set up clear feedback mechanisms so clients feel heard.
Conduct after-action reviews at the close of each engagement. Simple questions like “What should we start, stop, and continue?” provide invaluable insights. Use metrics like Net Promoter Scores (NPS) or client scorecards to track loyalty over time.
Most importantly, act on feedback and circle back to show what’s been implemented. This demonstrates responsiveness and builds trust.
7. Focus on Outcomes, Not Just Transactions
Finally, remember that clients don’t hire you for services - they hire you for outcomes. Position your work in terms of results, not just deliverables.
Make sure every engagement is tied back to their business objectives. Showcase case studies that reflect real outcomes, not just completed tasks. Track what really drives their retention: whether it’s speed, expertise, price, or innovation, and double down on it.
Further Reading
Finally… …The Retention Mindset
Increasing client retention isn’t about gimmicks or discounts. It’s about building trust, delivering consistent value and becoming an indispensable partner. When clients see you as integral to their success, they stay, grow with you, and bring others along.
Retention is the most cost-effective growth strategy you have. Start treating your existing clients like your most important new business opportunity -because they are!
Need Help With Your Business Development?
Get in touch if you want to talk about any of this. We also offer a very affordable BD Audit and Training package.
Why Your Firm Needs A Client Charter
A Client Charter helps define expectations, improve accountability and strengthen client relationships. Discover why every professional services firm should consider implementing one.
Look at almost any professional services firm's website and they'll tell you they are "client centric", "client focussed" and/or any combination in between. But ask those same firms if they have a Client Charter in place, and 9 times out of 10 the answer will be "What's a Client Charter?".
So, for this BD Tips Wednesday post I thought I would take you through a whistle tour of why your firm/practice group needs to think about putting in place a Client Charter.
What is a Client Charter?
At its core, a Client Charter is an informal statement of promises and expectations. It defines what a client can expect from you and, equally importantly, what you can expect from the client. It creates a shared understanding of how both parties will work together, helping to minimise misunderstandings, reduce friction and align behaviours.
Don't mistake Client Charters for an Engagement Letter. Client Charters provide reassurance that your firm is committed to delivering on service quality and your client understands the role they need to play to ensure this happens. Engagement Letters merely set out the terms of the engagement for that matter.
A Client Charter is designed to:
Define Expectations: Clearly outline what clients can expect from your services.
Foster Transparency: Create an open dialogue about how your business operates.
Build Trust: Demonstrate your commitment to high standards and client satisfaction.
Enhance Accountability: Specify the responsibilities of both parties to prevent misunderstandings.
What are the key components of a Client Charter?
To be a useful accountability tool, a Client Charter should include the following elements:
Introduction: Briefly explain the purpose of the Charter and its importance to both parties.
Scope of Services: Detail the services or products provided, including any limitations.
Standards of Service: Specify the quality standards and performance metrics you adhere to.
Client Responsibilities: Outline what you expect from clients, such as timely communication or adherence to project guidelines.
Communication Protocols: Establish how and when communication should occur, including response times.
Conflict Resolution: Provide a process for handling disputes or issues that arise.
Review and Amendments: Describe how the Charter will be reviewed and updated as needed.
Crafting the Client Charter
In crafting your Client Charter look to:
Collaborate with your team: Gather input from key stakeholders to ensure the Charter reflects the firm’s values and operational realities.
Engage with clients: Seek feedback from clients to understand their expectations and incorporate their perspectives into the Charter.
Draft clearly: Use straightforward language and avoid jargon to ensure that the Charter is easily understood by all parties, including people who join after the Charter has been agreed.
Benefits of a well-implemented Client Charter
When implemented effectively, a Charter can:
Enhance client satisfaction: By setting clear expectations and delivering on promises, you build stronger, more satisfied client relationships.
Improve operational efficiency: Clearly defined roles and responsibilities streamline processes and reduce the risk of misunderstandings.
Strengthen your brand: Demonstrating a commitment to quality and transparency enhances your firm's reputation and attracts more clients.
Implementing a Charter begins with a clear understanding of why it matters?
First and foremost, a Charter defines expectations. Instead of vague assumptions, clients will know exactly what they can expect from your services. The document establishes a baseline of quality, timelines, communication protocols and ways to handle unforeseen circumstances. In doing so, the Charter fosters an environment of transparency. Clients see an upfront blueprint of how your firm operates, which installs confidence and reduces uncertainty. In turn, creating a transparent working atmosphere enhances trust. When you publicly commit to standards and then consistently meet or exceed them, clients feel secure and valued. The Charter also enhances accountability. It clarifies the role of the business and informs clients of their own responsibilities. That clarity helps prevent misunderstandings when expectations inevitably meet reality.
A Client Charter should not be a static document. Circumstances change: your services will evolve over time and client needs will shift. Markets are also known to change.
To reflect all of this, you should constantly be talking to your client and updating the Charter to reflect current thinking. By committing to regular checkpoints (quarterly or annually are best), you ensure that the Charter continues to reflect your operational reality and, more importantly, your clients’ evolving goals.
Final Thought
A Client Charter is a strategic asset that fosters stronger, more transparent and more accountable client relationships. But it is not just a document, it's a mindset. It provides a framework for consistent service, reinforces business values, and signals a professional commitment to excellence.
By investing the time and effort to create and implement a meaningful charter, professional services firms not only enhance their client experience; they position themselves as trusted, reliable and values-driven partners.
And in a profession where trust is the most valuable asset you have, that’s a powerful advantage.
Further Reading
Need Help With Your Business Development?
Get in touch if you want to talk about any of this. We also offer a very affordable BD Audit and Training package.
Business Development in Tough Times: 7 Strategies to Employ During a Downturn
Economic uncertainty creates challenges but also opportunities. Explore seven practical strategies to maintain momentum and strengthen client relationships during difficult periods.
Discover proven business development strategies to help professionals thrive during economic downturns. Learn how to stay visible, add value, and strengthen client relationships in tough times.
Don’t know about you, but I’ve stopped looking at the stock market – the yo-yo ups and downs make for macabre reading! But there is a point to be made here, business development (BD) in good times can often seem tough, but when the market is heading south and everyone starts looking at the cost side of their budget, it can seem downright scary.
So, for this BD Tips Wednesday post I thought I would bring to the table all my experience having worked through the recessions of the 1980s; the Asian Financial Crisis (AFC); the dot com bubble burst; and most recently the Global Financial Crisis (GFC).
How to Approach Business Development in Tough Times
When times are tough, professional automatically go into their shell, hesitate, retreat; or, worse, freeze their BD efforts altogether. When, in fact, what you should be doing is:
1. Reconnecting with Existing Clients
Your current clients are your greatest asset. In difficult times, they’re facing the same challenges as you. Don’t reach out to sell—reach out to support. Ask:
✅ What challenges are you facing?
✅ How can we help you navigate this period?
This client-centric approach builds trust, uncovers new opportunities and reinforces long-term relationships.
2. Stay Visible While Competitors Go Quiet
In downturns, many firms cut back on marketing and BD activities. Use their silence to your advantage. Stay active:
✅ Post regularly on LinkedIn.
✅ Attend industry events.
✅ Share insights through newsletters or blogs.
🚀 Remember: Visibility leads to credibility and credibility leads to new business.
3. Lead with Value, Not a Sales Pitch
When budgets shrink, clients aren’t looking for aggressive sales tactics—they’re looking for solutions. Focus on:
✅ Sharing thought leadership content.
✅ Offering free consultations or check-ins.
✅ Providing actionable insights without expecting immediate returns.
Position yourself as "the" trusted advisor, not just another service provider.
4. Be Flexible with Pricing and Service Models
Rigid pricing can stall deals in a downturn. Adapt by:
✅ Offering phased or modular services.
✅ Introducing value-based or fixed-fee pricing.
✅ Reducing upfront commitments to lower client risk.
Flexibility makes it easier for clients to say “yes” when they’re watching every dollar.
5. Focus on High-Value, Best-Fit Clients
Now’s the time to prioritise clients who truly align with your strengths and values. Look for:
✅ Strong synergy with your expertise.
✅ Long-term partnership potential.
✅ Clients who appreciate collaboration and transparency.
It’s all about quality over quantity in your client portfolio.
6. Be Proactive and Seek Out Opportunities
In tough markets, opportunities don’t knock—you have to hunt them down.
✅ Identify resilient sectors or businesses still investing.
✅ Monitor industry news and client announcements.
✅ Respond quickly to shifting needs.
Proactive business development separates those who survive from those who thrive.
7. Invest in Relationships, Not Just Transactions
People remember who supported them during challenging times. Strengthen your network by:
✅ Offering introductions.
✅ Checking in without an agenda.
✅ Providing value - even when there’s no immediate payoff.
These relationship investments will deliver returns long after the market recovers.
Thriving Beyond Tough Times
Business development during a downturn isn’t just about surviving—it’s about setting the foundation for future growth. Tough times reveal which professionals are truly committed to adding value and building lasting relationships.
Keep showing up. Keep being helpful. When the market rebounds, you’ll be ahead of the pack—ready to grow while others are still finding their footing.
Need Help With Your Business Development?
Get in touch if you want to talk about any of this. We also offer a very affordable BD Audit and Training package.
Add the personal touch to your business development with a handwritten Christmas card
In a digital world, handwritten Christmas cards remain a powerful way to strengthen client relationships and demonstrate genuine appreciation.
There are few more personal ways to thank a person for the support they have shown you and your business over the past 12 month than to send them a handwritten Christmas card.
Unlike e-cards, which to be honest I have never been a massive fan of (but can see both the financial and ecological savings if you are sending several hundred/thousand), a handwritten note in a Christmas card adds that personal touch to the message that, to me, enhances the gratitude being shown.
Some tips
If you're going to send a handwritten note in a Christmas card to a key contact or referrer this year, make sure to:
Provide context: to why the card is being sent. For example: "it been a pleasure working with you over the past 12 months and we look forward to supporting you in the future".
Personalise it: include a private note about something that happened this year.
Keep it professional: remember, it’s a Christmas card to a client/referrer, so be personal but keep it professional - no saucy joke cards you can find in some stores please!
Keep it brief: again, it's professional, so keep it brief. The recipient of the card doesn't have a lot of time to read this card and probably has a few more cards than just yours to read, so make sure to keep this to a couple of well-thought-out sentences at most.
The simple, relatively inexpensive, gesture of sending a handwritten Christmas card can leave a lasting impression on your client. It could well be the small differentiator that you are looking for to stand your business out from its competitors!
Need Help With Your Business Development?
Get in touch if you want to talk about any of this. We also offer a very affordable BD Audit and Training package.
Do You Know Where Your Next Piece Of Work Is Coming From?
Understanding where your work originates is critical to sustainable growth. Explore the four key sources of revenue and learn how to prioritise your business development efforts.
Understanding and knowing where your work comes from is critical to the overall success of your business development activities. Have a good understanding of this process and you'll have a viable, sustainable practice. Miss read the tea-leaves, and all you'll be doing is rounding around in circles.
So, for this BD Tips Wednesday I thought I would provide a high-level overview of the four primary sources of revenue for professional services firms:
Existing clients. Top of the list, without doubt, is existing clients. This is true even in transactional practices. By "existing clients" here I don't literally mean clients you are currently working for - although that does go without saying, but also clients who you have worked with over the past 3 years. That's why I always suggest that when you look at your 'client list', that list be a list of clients you have worked with over a rolling 3-year period. This is the group you should be spending 80% of your business development time, resources and budget on!
Former clients. Next up is former clients. These are clients who you have previously worked with but have not done any work with for more than 3 years. The trick here is to work out why you have not worked with this client for more than 3 years and see if you can rectify that. If you can, this is a good source of work because you are a known product. If not, move on.
Referrers. Next up is referrers. Always a good source of work and a very much overlooked group. Again, you are a known product because in most cases you have worked with or for this group previously. This what I like to call your 'Google Review' crowd - those people who would happily leave a great review about you and your services on Google.
Prospects. Last but not least on your list is prospects. What I call the 'Rabbit down the hole' crowd.
It is important that you include prospects in your business development activities; but it is vital that you do not let the possibilities that prospects might offer cloud your business development judgment to the detriment of the other 3 groups, who rightly should have preference.
All too often though, when I'm reviewing the activities of a partner/principal who isn't currently having much success with their business development endeavors, it's typically because they are 80% focused on prospects and 20% focused on existing clients [maybe because they don't have too many existing clients], rather than the other way round!
So, go away, get a piece of paper, draw 4 boxes and write the names of clients and targets in the 4 boxes ranking them according to the above.
What you end up with is something like this:
And what you end up with is a ranked target client list for your next business development campaign.
Need Help With Your Business Development?
Get in touch if you want to talk about any of this. We also offer a very affordable BD Audit and Training package.
Resell Before You Cross-Sell
Before relying on colleagues to introduce your services, look at the untapped opportunities within your existing client base. Discover how the Resell Matrix can uncover hidden revenue opportunities.
Whenever I catch-up with a partner for a chat, at some point the discussion inevitably turns to the issue of "cross-selling". More specifically, a little moan about how their fellow partners don't understand the value the partner can provide to the referring [cross-selling] partner's clients and so don't try hard enough to cross-sell to them.
It's around this time I ask the partner what effort they are putting into reselling their services?
Nine times out of 10, the answer to that is a blank face looking out to space.
So for this BD Tips Wednesday I thought I would quickly highlight how reselling could be doing you a lot more favors in developing your book of business than cross-selling.
"Reselling": refers to the practice of selling a service you provide to clients of yours who currently doesn't use that service.
"Cross-selling": refers to the practice of selling a service you provide to a customer of one of your fellow partners.
The crux here is that in the first instance you are driving the business development activity, whereas in the second instance you need to rely on a third party to help you with your business development activity.
Cross-Selling
In business development we call the act of waiting for a third party to do or act on something for you a "dependency event" - in that you are 'dependent' on them doing or actioning their part before you can fulfill yours.
Cross-selling is a dependency event.
By and large, "dependency events" are not good for building a book of business. The opportunity goes stale. The client moves on. People we need to help us are busy.
So, while cross-selling can be a useful tool to have in your business development toolkit, it shouldn't be the great big hope you have to kick-start your flagging book of business.
Reselling
To "resell":
draw a matrix box.
across the vertical outline all the services you provide to your clients.
across the horizontal list your top 25 clients (assuming you have 25 clients, if not put down as any as you can).
put a tick in each of the boxes where you provide a service to that client.
take a step back.
look at all the areas where you provide a service, but are not providing that service to that client.
It should look something like this:
All of those blank white spaces are your resell opportunities. They are not dependent on any third party - it's down to you!
Now you know all about the Resell Matrix you can get out there do some reselling and stop worrying so much about the cross-selling...
Further Reading
Need Help With Your Business Development?
Get in touch if you want to talk about any of this. We also offer a very affordable BD Audit and Training package.