Personal Development

Whether you’re representing a plaintiff, defendant, business owner or insurer, thoughtful preparation can significantly increase the likelihood of a successful outcome. The following checklist highlights 12 practical ways to get the most out of your next mediation. 1. If you need their money or approval, then get decision-makers involved early in the process. Insurance carriers— If you expect insurance carriers to participate in the settlement process, then: Give plenty of notice so that internal timelines can be met and procedures can be followed Provide detailed information Make sure that the carrier is not surprised by the strategy or tactics you plan to use at the mediation session Board members, owners, family members and financial partners Have they been informed about possible outcomes, risks, costs, and goals for the mediation? If the dispute poses a significant risk (existential?), then you should take steps to avoid surprises. Do they feel differently about risks than the executive, family member or general counsel who has been your primary point of contact? A missing or uninformed decision-maker can delay or derail settlement efforts. 2. Talk about money with your client What has been spent? Any cost/benefit/risk analysis should start with reviewing what has been spent. A sometimes painful, but necessary, discussion. What is the range of possible outcomes? Are there any similar cases? Are there any verdicts or judgments that could help guide the client’s expectations? Consider all the possibilities, including: Is a Sec. 998 offer pending? Should one be made? Is there any risk of being required to pay the other side’s attorneys’ fees and costs? Is there any risk of punitive damages or claims that won’t be covered by an insurance carrier? Are there any liens that must be satisfied? Could a bad outcome lead to the need for bankruptcy protection? Are there any tax liabilities that need to be considered? How much will be spent going forward? Can the client really afford a full-blown legal battle? Strong emotions shouldn’t trump practical limitations. Be ready to cut a check. If a case does not settle at the mediation, the client may be required to immediately cut a large check as a deposit for anticipated litigation costs. This can be a difficult discussion. Mediation works best when decisions are grounded in economic reality—not just legal positions or strong emotions. 3. Discuss the delays and uncertainties that will follow if a settlement is not reached. It is important to maintain a realistic view of what happens if the case doesn’t settle. Months or years of delay just getting to trial, then appealing a verdict or ruling An outcome determined by a third party (judge, jury, or arbitrator) Mediation provides control. Litigation surrenders that control to others. 4. How does the possibility of continuing or ending litigation affect the business? Discuss how the dispute could have an impact on the following: Investors Plans to go public Potential acquisitions or the sale of a company Public relations or reputation The potential to create an unfavorable precedent The distraction, expense, lost time and stress that litigation can impose on owners and key executives, particularly in smaller organizations In some cases, these factors outweigh legal outcomes in driving resolution. 5. Have a solid understanding of the other side’s position. What “ballpark” is the other side playing in? Are settlement expectations wildly misaligned? Are there fundamentally different views of the facts that need to be reconciled? Knowing what to expect can avoid unnecessary impasses early in the process. 6. Discovery: Formal discovery is focused on what you need in the courtroom; mediation is focused on resolution. If your opponent has raised a challenging argument, or hints at damaging evidence, the mediation session can provide an opportunity to informally obtain information that would otherwise require months of expensive, formal discovery. Arm the mediator with the arguments and evidence that you want the other side to consider. Don’t hold out for “perfect information” when sufficient information exists to support a settlement. “Smoking guns” are sometimes most effective when revealed during a mediation. If they will help to settle the case, use them. Experts: Before investing the money, evaluate whether they are needed to clarify, question or substantiate important issues that are critical to settlement discussions. Are you managing expectations properly? Have you provided enough information to the other side to support your client’s damages claims? Are you appropriately discounting your damages based on the liability arguments you will face at trial or arbitration? The most productive mediations often involve the informal exchange of information, saving a lot of time and expense for the parties. 7. Given potential costs and risks, be clear on overall goals. What does success look like? What is acceptable? What is off the table? Without clarity on goals, even productive discussions can stall. 8. Use mediation briefs strategically. A clear, concise brief will help to frame the issues and set expectations. Consider whether two versions are appropriate: One for the opposing party One for the mediator, with additional sensitive/confidential information A strong brief can accelerate progress before the mediation even begins. 9. Give the mediator a heads-up Make sure that the mediator is aware of any unique considerations that could affect the mediation: Behavioral issues Personality dynamics Emotional or sensitive topics Financial or business limitations Concerns involving the case, opposing counsel or the client Challenges in the client’s assessment of litigation risks and potential outcomes The mediation will be more productive if the mediator knows what to expect and how to best communicate with the parties. 10. Be ready with creative alternatives. Not all disputes are resolved through a payment. Consider: Alternative deal structures and business solutions (e.g., teaming, licensing, payments over time, etc.) If there will be any ongoing relationships Often, the best outcomes come from expanding the options—not narrowing them. 11. Be ready with a draft settlement agreement. It can be difficult after a long day of mediation discussions to start editing a settlement agreement. Both parties will save a lot of time and money if you prepare beforehand and are ready with an agreement that just requires some minor tweaks. This is especially important if there are any unique considerations or terms that need to be taken into account to resolve the dispute. 12. Treat mediation as trial preparation. Being well prepared for mediation can strengthen your trial or arbitration posture. It can: Clarify themes Test arguments Reveal strengths and weaknesses Even if the case does not settle, the process can add value. Final Thoughts  Mediation is an important strategic opportunity. The parties who get the most out of it: Prepare thoughtfully Align internally and have the difficult discussions with the client before the session begins Engage realistically Remain open to both legal and business solutions The parties who achieve the best outcomes are typically those who arrive prepared—not only with a strong understanding of the legal issues, but also with a realistic assessment of the business, financial and personal considerations at stake. When approached thoughtfully, mediation can do more than resolve a dispute. It can help parties avoid unnecessary costs, preserve important relationships and reach resolutions that better reflect their business objectives, financial realities and long-term interests.

Rainmaking is not magic—it’s a discipline. While some individuals seem naturally gifted at bringing in business, the truth is that rainmakers cultivate specific habits, behaviors, and mindsets that consistently produce results. They push themselves to build strong networks, deepen client trust, and stay relentlessly focused on growth. They know that success is not a one time event but a continuous cycle of effort, learning, and refinement. Below are the ten traits that set top rainmakers apart—and that anyone can develop with intention and practice. 1. They stay connected to a high number of contacts. Rainmakers understand that business development is a numbers game built on genuine relationships. They are constant “Rolodex builders,” always expanding their networks and nurturing connections with peers, alumni, competitors, referral sources, and community leaders. They know that opportunities often come from unexpected places and that staying visible and engaged dramatically increases the likelihood of being top of mind when legal needs arise. They don’t wait for people to reach out—they initiate. They check in, congratulate others on successes, share useful information, and maintain a steady presence. And they know it’s never too late to start building a network. 2. They are highly motivated. A study by the Legal Sales and Service Organization found that top rainmakers rebound quickly from setbacks. Losing a pitch doesn’t derail them; it motivates them. They stay in touch with prospects who selected another firm, demonstrating professionalism and resilience—and often earning a second chance later. Rainmakers also integrate business development into their daily routines. They treat it like exercise: consistency matters more than intensity. They enjoy the challenge, the recognition, and the long term rewards of building a thriving practice. 3. They are well-groomed. Clients buy people, not just legal expertise. Rainmakers understand that they are the product. Professional appearance—clean nails, polished shoes, well-fitted clothing, good posture, and confident body language—reinforces credibility and trust. This isn’t about vanity; their lawyer represents their success. Rainmakers project confidence and competence in every interaction, knowing that presentation influences perception. 4. They are confident. Confidence is the backbone of rainmaking. Top business developers believe deeply in their firm, their colleagues, and themselves. They ask for the business directly and without hesitation. They look clients in the eye, articulate their value, and stand behind their recommendations. Importantly, confidence is not arrogance. The most successful rainmakers don’t hoard clients or credit. They trust their teams, share opportunities, and know they can rebuild and grow their books of business year after year. 5. They are team oriented. Rainmakers elevate others. They share credit, introduce colleagues to clients, and help teammates close business. They understand that collaboration strengthens client relationships and expands the firm’s overall capacity. A hallmark of a true rainmaker is their willingness to delegate work so they can focus on what they do best: bringing in new clients. Their generosity builds loyalty, strengthens culture, and ultimately increases their own success. Rainmakers team up with their sales and business development professionals and view them as “partners” for sales success. 6. They use technology effectively. Modern rainmakers embrace technology as a force multiplier. They use CRM systems to track relationships, follow ups, and opportunities. They leverage LinkedIn to stay visible, share insights, and identify new connections. They use data analytics to understand client trends and anticipate needs. They also adopt tools that streamline communication—from automated reminders to digital note taking to Ai-powered research. Technology doesn’t replace relationship building, but it enhances consistency, efficiency, and reach. Rainmakers don’t wait for the firm to train them on tools; they proactively learn what will make them better. 7. They are genuinely interested in others. Curiosity is a rainmaker’s secret weapon. They ask thoughtful questions, listen actively, and remember details about people’s careers, families, and business goals. They make others feel seen and valued. This interest is not transactional—it’s authentic. Rainmakers understand that trust grows when clients feel understood. They invest time in learning about industries, business challenges, and personal motivations. They know that relationships deepen when conversations go beyond legal issues. 8. They are client-focused. Rainmakers think like clients. They anticipate needs, offer proactive solutions, and communicate in ways that make clients’ lives easier. They understand the pressures clients face—budget constraints, internal politics, deadlines, and risk management—and tailor their approach accordingly. They also follow up consistently, deliver on promises, and check in even when no active matter is pending. They know that loyalty is built through reliability, responsiveness, and genuine care. Rainmakers don’t sell services; they anticipate and solve business problems. 9. They develop clear goals. Successful rainmakers don’t leave business development to chance. They set specific, measurable goals—number of meetings, outreach targets, industry involvement, revenue objectives, and strategic relationships to cultivate. Their goals are realistic but ambitious. They revisit them regularly, track progress, and adjust as needed. They understand that clarity drives action and that goals create accountability. Without goals, business development becomes reactive. With goals, it becomes intentional. 10. They follow a plan. A plan turns goals into results. Rainmakers create structured business development and pipeline plans that outline: Key target clients and industries Relationship building activities Speaking, writing, and visibility opportunities Cross selling strategies Follow up schedules Quarterly milestones They treat the plan and pipeline (aka sales forecast) as living documents—not a one time exercise. They review and update these monthly, refine them, and stay disciplined. Rainmakers know that consistency compounds and that well-executed plans are the difference between hoping for business and generating it. Final Thought Rainmaking is not reserved for a select few. These traits are learnable, repeatable, and accessible to anyone willing to commit to the process. With focus, discipline, and a genuine interest in others, every lawyer can build stronger relationships, deepen client trust, and contribute meaningfully to the firm’s growth.

Networking is not simply a social exercise. It is a core business skill. The ability to build trust, strengthen relationships, and create meaningful connections is essential to leadership success. Whether you are attending an industry conference, client reception, or company event, approaching networking with intention allows you to show up confidently and make every interaction count. Below are eight practical strategies to help you navigate any room with purpose and polish. Prepare With Intention. Effective networking begins well before you arrive. Review the event agenda and attendee list when available, and identify a few individuals you would like to meet. Learn about their roles or recent initiatives to uncover shared interests or potential synergies. Set a goal for the event, whether reconnecting with a client, expanding your industry network, or staying informed on market trends. Prepare a few open-ended conversation starters, such as “What developments are you seeing in your sector this year?” Make a Strong First Impression. Your first impression sets the tone. Enter the room with confidence by standing tall, making eye contact, and offering a warm smile. A composed, approachable presence signals professionalism and credibility before the first word is spoken. Refine Your Introduction. A confident introduction makes conversations feel natural and focused. In 20 to 30 seconds, share who you are, what you do, and the value you bring to your organization. For example, “I am [Name], and I work with [Company]’s legal team supporting strategic decision-making while ensuring regulatory alignment. My focus is on translating complex legal issues into practical business solutions that help drive growth.” Keep it conversational and tailor it to the audience. End with an invitation to engage, such as “What about you? What’s your role, and what’s been exciting in your work lately?” Build Rapport Through Authentic Conversation. While small talk opens the door, genuine connection comes from meaningful exchange. Start with the event or industry news and then transition to professional interests. Sharing a thoughtful perspective or personal insight makes interactions more memorable and fosters trust. Allow the conversation to unfold naturally and avoid overly personal questions. Listen With Purpose. The most impactful networkers are excellent listeners. Maintain eye contact, offer thoughtful follow-up questions, and stay fully present by putting technology aside during conversations. Demonstrating authentic interest builds rapport and makes others feel valued, which strengthens professional connections. People remember how you made them feel, and genuine interest builds trust. Position Yourself Strategically. A few logistical details can enhance your networking flow. Wear your name badge on your right side so it is easy to see during introductions, and keep your right hand free for greeting. If you arrive alone, begin near natural conversation hubs such as the registration desk or refreshment area. These spaces create easy opportunities to engage organically. Exit Conversations With Grace. Knowing how to transition elegantly is as important as the introduction. Thank your conversation partner and suggest a natural next step, such as connecting on LinkedIn, continuing the discussion by email, or meeting for coffee. Introducing them to another attendee is also a thoughtful way to expand mutual connections before moving on. Follow Up to Strengthen Connections. True networking happens after the event. Send a personalized message within 48 hours referencing something specific from your conversation. Connect on LinkedIn with a brief note. Share relevant insights or introduce them to a helpful contact. Consistent, genuine follow-up transforms brief encounters into long-term professional relationships. The Bottom Line Owning the room does not mean being the loudest voice. It means being intentional, confident, and authentic. Preparation, presence, and thoughtful follow-up empower you to turn everyday networking moments into lasting business relationships. 

Silicon Valley thinks it knows how to fix law. Tech founders pitch me their vision weekly: AI-powered law firms where bots negotiate with bots, where marketing algorithms feed cases directly into language models, where human interaction becomes an inefficient relic of the past. These conversations fascinate me, not because they’re right, but because they reveal the tech world’s profound misunderstanding of what lawyers actually do. This disconnect is striking. These smart, successful people, many of whom have built billion-dollar companies, have never represented a client. Most have never worked in law at all. Yet they speak with absolute certainty about our profession’s inevitable transformation into a purely automated service. They see law as a data processing problem waiting to be solved. They’re wrong. The Problem with Silicon Valley’s Legal Vision The fundamental error in tech’s approach to law stems from a category mistake. They see legal work as information processing: documents in, documents out. Find the precedent, apply the rule, generate the contract. If that were all law involved, then yes, machines would already have replaced us. But walk into any courtroom, mediation, or negotiation room. What you’ll find isn’t a sterile exchange of data points. You’ll find humans. Messy, irrational, emotional humans trying to resolve conflicts that matter deeply to them. The client whose business partnership is dissolving isn’t just losing money; they’re losing a relationship they spent years building. The judge isn’t just applying rules; they’re weighing credibility, reading body language, and making judgment calls about human behavior. The opposing counsel isn’t just arguing law; they’re managing their client’s expectations, emotions, and sometimes unreasonable demands. This human complexity isn’t a bug in the legal system. It’s the central feature. Laws exist to govern human behavior, resolve human conflicts, and protect human interests. The notion that you can remove humans from this equation fundamentally misunderstands what law is. Tech’s vision assumes that legal outcomes follow pure logic. Anyone who has practiced law knows better. I’ve watched judges rule against clearly winning arguments because something about the lawyer’s presentation rubbed them the wrong way. I’ve seen clients reject favorable settlements because they needed to feel heard more than they needed to win. I’ve witnessed mediations succeed not because of brilliant legal arguments but because someone finally acknowledged the emotional hurt underlying the dispute. The most logical outcome rarely prevails in law. This frustrates engineers and entrepreneurs who built their careers on solving problems through logic and efficiency. But law isn’t engineering. It’s a profession built on navigating human complexity, not eliminating it. Technology’s Real Role in Law’s Future None of this means technology won’t transform legal practice. It already is. But the transformation looks nothing like the bot-to-bot negotiations Silicon Valley envisions. Large language models are revolutionizing how lawyers handle information. Document review that once took weeks now takes hours. Contract analysis that required teams of associates can be performed by a single lawyer with the right tools. Legal research that consumed entire afternoons happens in minutes. This isn’t hypothetical. It’s happening now in law firms across the country. This efficiency gain creates an interesting paradox. As production work becomes commoditized, the human elements of legal practice become more valuable, not less. When any lawyer can generate a competent brief using AI, what differentiates great lawyers from mediocre ones? Not their ability to cite cases or draft boilerplate language. Instead, it’s their ability to understand what their client actually needs, to read the room during negotiations, to build trust with opposing counsel, and to persuade judges and juries. The firms that will thrive aren’t those that eliminate human interaction but those that double down on it. When technology handles the routine work, lawyers gain something precious: time. Time to actually listen to clients instead of rushing through intake calls. Time to understand the business context behind the legal issue. Time to build relationships that lead to better outcomes. I predict we’ll see successful lawyers spending less time in their offices and more time in their clients’ conference rooms. Or even their kitchens. They’ll use the hours saved by AI not to take on more cases but to go deeper on the ones they have. They’ll invest in understanding their clients’ industries, cultures, and goals in ways that previous generations of lawyers never could afford to do. This shift rewards lawyers who excel at human connection. The rainmakers of tomorrow won’t be those who master ChatGPT prompts but those who master the art of building trust, reading people, and navigating complex human dynamics. Technical competence becomes table stakes; emotional intelligence becomes the differentiator. The Uncomfortable Truth About Legal Innovation Here’s what makes tech entrepreneurs uncomfortable: Some inefficiencies in law exist for good reasons. The deliberate pace of litigation gives hot tempers time to cool. The formality of legal proceedings signals their seriousness. The requirement for human judgment in critical decisions protects against algorithmic bias and preserves accountability. Could we automate small claims court? Probably. Should we? That’s a different question entirely. When people come to court, they often need more than just a decision. They need to be heard. They need to feel that someone in authority took their problem seriously. They need the cathartic experience of telling their story. An algorithm, no matter how sophisticated, cannot provide that human recognition. The legal profession will adopt technology aggressively where it makes sense. And it makes sense in many places. But the core of legal practice will remain stubbornly human because the problems law solves are fundamentally human problems. They involve trust, betrayal, fairness, and justice. These concepts resist algorithmic reduction. The Path Forward The future of law isn’t a choice between humans and machines. It’s about humans using machines to be better humans. Better listeners. Better advisors. Better advocates. The lawyers who understand this will build the practices of the future. Stop worrying about being replaced by AI. Start thinking about how AI can free you to do what only humans can do: connect, empathize, persuade, and judge. The future of law looks a lot like its past. Deeply, irreducibly human. The only difference is that we’ll have better tools to handle the boring parts, leaving more time for the work that actually matters. That’s not a vision that excites venture capitalists looking for 100x returns. But for those of us who chose law because we wanted to help people solve real problems? It’s exactly the future we should be building. The tech bros pitching me their automated legal utopias aren’t just wrong about law. They’re wrong about what clients want, what justice requires, and what makes law a profession rather than merely another service industry. Their mistake is our opportunity. While they’re building tools to replace lawyers, we should be using those same tools to become irreplaceable. The firms that win won’t be the ones that eliminate the human element. They’ll be the ones that use technology to amplify it. The future of law, like its past and present, is human. The sooner Silicon Valley figures that out, the sooner we can have a real conversation about innovation in legal services. 

In negotiation, the first number often carries disproportionate weight. While perhaps not always an absolute guarantee of victory, the concept of “anchoring bias” suggests it’s a powerful and frequently underestimated advantage. Anchoring, in essence, describes our well-documented human tendency to rely too heavily on the first piece of information offered (the “anchor”) when making subsequent decisions. The human brain, in its quest for efficiency, often latches onto that initial number and adjusts insufficiently from it. The brain’s adjustment occurs even when the anchor is arbitrary or irrelevant. This initial figure frequently frames the perceived zone of possible agreement, profoundly influencing the counter-offers and concessions that follow. The legal field, a constant arena of negotiation, is no stranger to the potent effects of anchoring. In legal negotiations, a delayed response can be more than embarrassing; it can be a costly missed opportunity. Being proactive in establishing an anchor is key to avoiding that frustration, as the initial offer often acts as a potent psychological anchor, shaping how individuals perceive and process information throughout the negotiation. Consider a common scenario in business litigation: the initial settlement demand or offer. Imagine a plaintiff’s attorney, after thorough case evaluation, believes a fair settlement value is around $500,000. However, understanding anchoring, they might strategically open negotiations with a demand of $950,000. Conversely, a defense attorney, also aiming for a $500,000 resolution, might counter-intuitively open with an offer of $150,000. While these initial figures may seem far from the eventual target, they serve a crucial psychological purpose. The $950,000 demand, even if perceived as high, immediately frames the negotiation in a higher range. The first offer tends to establish a baseline, and all subsequent offers are evaluated in relation to this initial benchmark. Even if the recipient believes the initial offer is unreasonable or “out of line,” it still exerts a gravitational pull on the negotiation. Subsequent discussions, even if they bring the number down significantly, are often subconsciously tethered to this initial anchor. It becomes psychologically more challenging for the opposing side to dramatically pull the number below a certain threshold once that high anchor is set. Similarly, the lowball offer from the defense aims to drag the perceived acceptable range downwards. The negotiation then becomes a process of adjusting from these starting points. Research consistently shows that these adjustments are often insufficient, pulling the final agreed-upon number closer to the initial anchor than it might have been otherwise. This illustrates how a well-placed initial figure can powerfully shape the entire negotiation landscape, often dictating the perceived zone of possible agreement before substantive arguments are even fully exchanged. The party making the first offer often benefits from demonstrating a compelling analysis of the case’s strengths and weaknesses, and their preparedness to articulate the reasoning behind their offer can lend additional credibility to the anchor. Nuances in Crafting Your Anchor: Precision and Range The power of the first offer isn’t just about being first; it’s also about how that number is presented. Studies have shown that precise numerical first offers (e.g., $947,500 instead of $950,000) tend to be more effective anchors than rounder numbers. A precise number can signal that the offeror has carefully considered the value and is less likely to move significantly from their position. However, an overly aggressive first offer can risk derailing the negotiation if it causes the other side to question your credibility or the feasibility of an agreement. A more sophisticated approach involves “range offers”. Research from Columbia University has highlighted “bolstering ranges” as particularly potent. [i] For example, a seller asking $7,000–$7,500 for a car instead of a flat $7,000. This type of offer aggressively stretches the bounds of a single-figure offer while also conveying flexibility and accommodation. Buyers receiving such offers tend to make greater concessions, partly because the range suggests a more ambitious bottom line for the offeror and can appear more polite than a single aggressive figure. This allows the offeror to claim more value while potentially mitigating reputational damage from a very aggressive single-point offer. Generally, ranges of about 5% to 20% of the base figure appear to work best. A well-crafted first offer, therefore, subtly communicates strategic thinking, understanding of the issues, and negotiation style. This isn’t just some abstract theory; I’ve experienced this firsthand in my own career, especially while handling large, multi-million-dollar settlements for large insurance companies. In those high-stakes legal negotiations, you quickly learn how critical anchoring is. If you don’t put that first number on the table, you can bet the other side will. And once their number is out there, it’s like that’s the new center of gravity for the whole discussion. Trying to pull the negotiation significantly away from their initial figure? Even with compelling arguments or strong evidence, overcoming that initial number is an uphill battle. Research shows all subsequent judgments are made by adjusting away from that initial anchor. That first anchor really does set the entire playing field. Fortunately, in those situations, I always made it a point to try and build positive, professional relationships with the opposing counsel. I found that this focus on a good working relationship, combined with a solid understanding of how anchoring works, really helped close deals that felt fair and beneficial to everyone involved. It’s so important to remember that anchoring isn’t about trying to bully or coerce anyone; it’s much more about strategically framing the conversation from the outset. Honestly, when both sides have a sense of these psychological dynamics, you’d be surprised how often you can find collaborative solutions. So, why does anchoring have such a strong pull on us? It comes down to a few interesting ways our brains are wired. First, there’s something called the “insufficient adjustment” phenomenon. This basically means that even if we suspect an initial number might be off, we tend not to adjust our estimates far enough away from it. It’s like that first number has a magnetic pull. Second, that anchor triggers what psychologists call “selective accessibility”. This is a fancy way of saying that once an anchor is set, our brains start actively looking for information that confirms it, while often unintentionally downplaying anything that contradicts it. So, if a high number is thrown out there, we subconsciously search for reasons to justify it. And lastly, especially when we’re facing uncertain or complex situations (which negotiations often are!), an anchor gives us a sense of cognitive ease. Anchors provide a starting point, a mental shortcut that simplifies the tough job of figuring out what something is worth or what a fair outcome looks like.

I had coffee with a managing partner last week who made an observation that stuck with me. He said he could predict which attorneys in his firm would become rainmakers by watching how they treated the receptionist, the mailroom staff, and the cleaning crew. It wasn’t about their legal skills or their pedigree from prestigious law schools. It was about something far more fundamental about their character and long-term potential. The principle of elevating everyone you encounter isn’t just feel-good philosophy wrapped in corporate speak. It’s smart business practice rooted in practical reality. In professional services, particularly in law firms, your reputation precedes you into every room, every negotiation, and every potential client relationship. That reputation gets built through countless small interactions with people at every level of the professional ecosystem. The paralegal you dismiss today might become a general counsel tomorrow. The junior associate you mentor could refer significant business your way in five years. The court clerk you treat with respect will remember your professionalism when you need a favor during a tight filing deadline. I’ve witnessed this dynamic play out repeatedly in my practice. One attorney I know always took time to learn the names of security guards, administrative assistants, and IT support staff at every office building he visited. This wasn’t calculated networking; it was genuine respect for people doing important work. Years later, when he was pursuing a major client housed in one of those buildings, the security guard remembered him and provided insights about the company’s culture and decision-making process that proved invaluable in winning the engagement. Meanwhile, another lawyer I encountered consistently treated support staff as invisible obstacles to his important work. Word travels fast in professional circles, and his reputation for arrogance preceded him, costing him opportunities he never even knew existed. The mathematics of professional relationships makes this approach even more compelling. Every person you encounter knows other people, and those connections form an intricate web of influence that extends far beyond what’s visible on organizational charts. The bookkeeper at your client’s company might be married to a procurement officer at a Fortune 500 company. The court reporter in your deposition could be related to a partner at a competing firm who’s looking for co-counsel on a complex matter. When you consistently elevate others through genuine interest in their perspectives, respectful communication, and acknowledgment of their contributions, you’re making deposits into a relationship bank account that compounds over time. The most successful professionals I represent understand that elevating others isn’t about being nice for their own sake, though kindness certainly matters. It’s about recognizing that every interaction is an opportunity to build your reputation as someone worth working with, someone who sees the value in all people regardless of their position on the corporate ladder. This mindset transforms routine encounters into relationship-building opportunities and turns everyday professional interactions into investments in your long-term success. Your calendar reveals your priorities, but your treatment of others reveals your character. Both matter immensely in building a sustainable practice and a meaningful career.

Let me tell you a truth that will make every partner at your firm uncomfortable: if you don’t have a book of business, you don’t have a career. You have a job. And jobs disappear. I’ve watched brilliant lawyers get shown the door during economic downturns, firm mergers, and practice group restructurings. These weren’t bad lawyers. They were excellent technicians who made one fatal mistake: they believed someone else was responsible for their career security. Here’s another uncomfortable truth: the profession has failed catastrophically at teaching lawyers how to generate business. Law schools don’t teach it. Firms give lip service to it. Partners hoard the knowledge like state secrets. The result? A profession full of technical experts who can’t feed themselves. The Business Development Crisis Is Real The numbers tell a devastating story. Walk into any law firm and count how many lawyers actually have portable business. It’s not many. Most attorneys are completely dependent on others for their livelihood, and they don’t even realize how precarious their position is. The lawyers who don’t develop business within their first decade of practice consistently earn less over their careers. The gap only widens with time. But the real cost isn’t just financial. It’s personal. I’ve seen lawyers stuck in toxic work environments because they can’t leave. I’ve watched brilliant minds accept below-market compensation because they have no leverage. I’ve witnessed careers derailed by politics because the lawyer had no independent value proposition. The firms suffer, too. When business development is concentrated among a few senior partners, firms face massive revenue volatility. When those partners retire or leave, the revenue walks out the door with them. Yet firms continue to perpetuate a system that creates this vulnerability. The Mythology That’s Killing Your Career The legal profession has created a mythology around business development that’s actively harmful. We’ve convinced ourselves that rainmakers are born, not made. That you need to be a natural salesperson. That introverts can’t succeed. That business development requires playing golf and attending cocktail parties. All of this is hot garbage. I’ve worked with lawyers who hate networking events. Who’ve never played golf with a client. Who don’t do TikTok dances. Yet they’ve generated tens of millions in business over their career. How? Because they learned that business development is a system, not a personality trait. The most successful business developers I know aren’t the loudest people in the room. They’re the most systematic. They understand that business development is about solving problems, building relationships, and creating value. These are learnable skills. The Introvert Advantage Here’s something that will shock the golf-playing, cocktail-circuit crowd: introverts often make better business developers than extroverts. Why? Because business development isn’t about being the life of the party. It’s about listening, understanding problems, and building trust. Introverted professionals excel at: Deep listening (the foundation of understanding client needs) Building one-on-one relationships (where real business happens) Thoughtful follow-up (the key to converting prospects) Consultative approach (what clients actually want) The extroverted rainmaker who works the room might get attention, but the introvert who has deep conversations with three people often gets the business. The Skills You Actually Need Real business development isn’t about charm. It’s about competence in five areas: Problem identification: You need to understand the challenges your prospects face better than they do. This requires research, curiosity, and the ability to ask probing questions. Value articulation: You must clearly communicate how you solve problems differently and better than alternatives. This is about positioning, not personality. Relationship building: This isn’t about being likeable. It’s about being reliable, insightful, and valuable to be around. Process management: Successful business developers have systems for identifying prospects, nurturing relationships, and converting opportunities. It’s project management, not magic. Persistent follow-up: Most business comes from multiple contacts over time, not from the first meeting. This requires discipline, not charisma. The Control You’re Missing The fundamental issue isn’t that lawyers can’t generate business. It’s that they’ve never been taught how. Law school’s focus on technical skills. Firms promote based on billable hours. The profession rewards everything except the one skill that actually controls your career trajectory. When you have a book of business, you have options. You can choose your clients, your matters, your compensation, and your work environment. You can weather economic storms. You can build wealth instead of just earning a salary. Without a book of business, you’re at the mercy of others’ decisions. Your career is subject to firm politics, economic cycles, and the whims of partners who may or may not have your best interests at heart.

I almost didn’t show up. After a long international road trip, van trouble, and a disrupted routine, the temptation was real: skip the live presentation. Or mail it in. Just this once. But I didn’t. I showed up—because I made a promise. Not for the audience because, to be honest, depending on the platform, I sometimes don’t know if there are 1,000 people watching, or 0. The promise I made was to myself. I would show up and talk about something impactful, something that could change one person’s way of thinking and, just maybe, their life. I would show up and play full out. Since January 2023, I’ve shown up every month for a live presentation, whether people attend live or catch the replay. (As of today, that’s 29 live presentations.) This isn’t marketing. This isn’t lead generation. This is a commitment I made to myself: I will deliver one live presentation per month because it aligns with who I am, the work I do, and the promise I’ve made—to myself—for myself. And that’s what this post is about: the promises lawyers keep, and the one type of promise we too often break. Lawyers Are Excellent at Keeping Promises—to Everyone Else Let’s be clear: the lawyers I coach, those Accomplished Seekers, are some of the most disciplined professionals on the planet. They keep their promises. They wouldn’t be extraordinarily successful if they didn’t. To clients? Absolutely. You don’t miss deadlines. You show up in court. You meet your obligations. You do what you say you’ll do with the goal of serving the client and creating an evangelist for your firm. To partners? You don’t leave your colleagues hanging. They count on you and you count on them. Simple. To your team? You set expectations and follow through. You do what you say you’ll do and expect them to do the same. To judges and courts? You comply with the rules of the game—even when it’s chaos behind the scenes. To family? You try. There are seasons when you’re more available than others—like the 44-day federal white-collar trial I thrived in—but you do your best to follow through when you say “I’ll be there.” But there’s one person lawyers consistently betray—themselves. The Most Important Promises Are the Ones You Make—and Keep—for Yourself “I’m going to start eating better.” “I’m going to get to the gym three days a week.” “I’m going to stop checking email after 6 PM.” “I’m going to block time to think strategically about my firm.” You know these promises. You’ve made them. And chances are, you’ve broken a few. Maybe more than a few. Here’s why it matters: every time you make and break a promise to yourself, you erode trust—not with others, but with you. You move further away from the person you believe yourself to be. Instead, you move closer to what your internal voice continuously tells you you are, that someone who doesn’t deserve success and won’t do the work to create it. And that internal breach creates a dissonance that leaks into your energy, your mindset, and your leadership. It’s Not Time Management, It’s Energy Leadership Lawyers love to blame time: “I don’t have time to work out.” “I don’t have time to meditate.” “I don’t have time to think strategically.” Time, my friends, is not the problem. Time is indifferent. It’s agnostic. It doesn’t give a sh*t about your goals, your schedule, or your aspirations. Time doesn’t need managing. What needs mastering—what needs leading—is your energy. When I talk about Energy Leadership®, I’m referring to the seven levels of attitudinal energy that shape how we experience the world, how we lead, and how we perform. They range from the lowest level—victimhood—to the highest—pure creation and choice. Here’s how this applies to promise-keeping: Level 1 You skip your workout because “life is too hard right now.” Level 2 You resent even needing to think about it: “Why do I always have to push so hard?” Level 3 You rationalize: “It’s fine, I’ll get to it later.” Level 4 You think of your team, your clients, your family—everyone but you. Level 5 You begin to realize that keeping promises to yourself is a win-win. You benefit, and so does everyone around you. Level 6–7 You start showing up as the strategic CEO of your life and career, choosing how and when you bring energy to each domain. The problem isn’t your calendar. The problem is how you’re relating to the commitments you make to yourself. Self-Leadership Is the Key to Influence You can’t preach a culture of well-being, sustainability, or high performance if you don’t live it. Your words won’t matter—your actions will. If you say, “We honor deep work,” but you never protect your own focus time… If you say, “We take real vacations,” but you’re answering emails poolside in Maui or in the Sacred Valley of Peru… If you say, “I’m working on being more intentional,” but you never slow down long enough to reflect… Your people notice. As any parent will tell you: people hear what you say and they watch what you do. They believe what you do. If there’s a disconnect between what you say the culture is and you don’t “walk the talk,” your influence suffers. The paradox is this: when you start keeping promises to yourself, you not only build internal integrity—you elevate your external influence. The Benefits of Keeping the Promise (To You) When you consistently keep promises to yourself, four things happen: Your Confidence Grows You start to trust yourself more deeply. You stop relying on motivation and start building identity. “I’m the kind of person who keeps my promises”—even when no one’s watching. Your Integrity Realigns The disconnect between how you see yourself and how you behave dissolves. You begin acting in alignment with your values and vision. Your Influence Expands Your team, clients, and even your family start to follow your lead—not because of what you say, but because of how you live. Your Freedom Increases When you show up for yourself, you create space—for thinking, for health, for creativity, for growth. You step off the hamster wheel and into your role as a true CEO. So, What’s YOUR First Promise? What’s the one promise you’ll make today—for yourself? It doesn’t need to be grand. A salad. A 20-minute walk. A 15-minute strategic thinking block. The promise isn’t about scale—it’s about significance. It’s about sending a signal to yourself that you matter. That your leadership begins with you. A journey of a thousand miles starts with a single step because until you take that step, the journey cannot start. It only continues if you keep stepping. And you only keep stepping if you keep the promises you make to yourself for yourself. Final Thought Am I the type of person who keeps their promises? Yes? Good. Am I the type of person who keeps my promises to myself—for myself? That’s the question. Because when you start keeping those promises—when you lead yourself first, everything else follows.

The legal field has evolved over the years—there is really no way to dispute that. This evolution has changed the field across the board—for in-house professionals, private practice attorneys and for staff. This momentum has also caused many teams to grow—putting legal professionals, both attorneys and staff alike, in a leadership position managing other team members. While this evolution is certainly a positive one in the field, many legal professionals find themselves in a leadership position with no formal leadership training or support for leadership-specific needs. Why does this matter? That is a loaded question. Teams Have Greater Success with Strong Leadership According to Harvard Business Review, leadership development improves organizational performance by 25 percent and according to McKinsey, 65 percent of high-performing companies prioritize leadership development. So, in other words, a strong and high-performing team is directly correlated to strong leadership. And strong attorneys and staff translate to a strong business or firm. But the thing is, most professionals were not born with those skills. They are promoted to a leadership position based on how well they perform in their current role—with no guidance on how to manage other team members once they are elevated to that position. This is something that requires training and support—just like the day-to-day tasks they perform in their roles. Employees Leave Managers—Not Firms We have all heard this before. And, in my experience working with a variety of firms of all different sizes—this is absolutely true. I have seen it happen time and time again. According to LinkedIn, companies with leadership development programs report a 29 percent higher employee retention. The cost of losing an employee or attorney is nearly impossible to calculate—but it is safe to assume that it is not low when you consider the hiring and onboarding process of replacing them. Good leadership can be the linchpin in keeping your employees happy and therefore wanting to stay with your business or firm. Happy Employees are Contagious—But So Are Unhappy Ones The Harvard Business Review reported that leadership development reduces team conflicts by 20 percent. A leader that knows how to not only manage effectively, but connect with their team members and provide support, will produce happy team members—which can be contagious! But, on the flip side, bad leadership can negatively influence team members. Imagine a team member frustrated by unclear expectations and little direction—without proper leadership, that discontent can ripple through the team and affect overall morale. An unhappy team member can be more contagious than a happy one. What Now? So, now that you know how important leadership development is for your business or firm, what can you do about it? What does strong leadership look like and how do you achieve it? Strong leaders can: Think strategically, Communicate effectively, Lead with emotional intelligence and empathy, and Engage in cross-functional collaboration, especially with other attorneys, practice groups, and business or firm leadership. These traits are not innate in most people—these are skills that require training. Invest in leadership programs for your leaders and managers. The benefit will far outweigh the cost. Investing in this type of development will build internal credibility with firm leadership, create a culture of accountability and innovation, and enable better team retention and development. Whether it is one-on-one executive coaching, management training sessions or leadership cohorts, you can find what makes the most sense for your business or firm. The future depends on the leaders you develop today. Start by evaluating your current support systems—then act. Your team, and your organization, will thank you.