How to master client development
The prospect of building a successful legal career hinges on more than just legal acumen—it requires attracting, retaining and building lasting relationships with clients (internally and externally).(Photo illlustration by Sara Wadford/Shutterstock)
Client development is the key to your success as a lawyer in a law firm, especially if you include career autonomy in your definition of success. The trouble is, most lawyers have a very narrow idea of client development. So let’s (re)define the concept of client development, identify the key questions you should be asking yourself, and provide actionable strategies to help you get started and ultimately excel so you can reap the benefits of client development now and throughout your career.
What is client development, and why should you care?
The prospect of building a successful legal career hinges on more than just legal acumen—it requires attracting, retaining and building lasting relationships with clients (internally and externally). Client development is both an art and a science, combining skills in communication, networking and strategic thinking. It is important for all lawyers because it ensures a steady flow of (mostly) interesting and challenging work that develops, refines and hones a variety of skill sets; offers career autonomy (i.e., do you want a say in the work you do, for whom you do it and when you do it?); and provides financial stability.
A big misconception is that client development is just about acquiring business. False. Client development is about cultivating trust, demonstrating value and building lasting relationships. And depending on where you are in your career, the type of law you practice and the size of your firm, client development can look very different. Therefore, it’s important to understand the basic tenets of client development and how implementation evolves as your personal and professional goals evolve.
Client development can be distilled into the following:
- Identification of your clients.
- Cultivation of a strong personal brand (in person and online).
- Investment in relationship-building, including strategic networking.
- Understanding the business side of law.
- Providing consistently excellent service.
Everyone has their way of implementing these fundamental principles depending on personality, strengths, interests and goals, but understanding the “what” is key to figuring out the “how.”
Erin E. Rhinehart. (Photo courtesy of Faruki)Who are your clients?
Every lawyer working in a law firm has clients. Read that again: Every lawyer working in a law firm, from first-years to experienced partners, has clients. When you start practicing, your clients are those attorneys for whom you are doing work internally—senior associates and partners. As you progress, your clients include external individuals—the traditional idea of a client. But thinking of your assigning attorneys as clients is vital. It builds a necessary skill set to develop your legal talents and any business development goals you may set.
What’s your ‘personal brand’?
Your personal brand is the consistent impression you give off. It’s your reputation—and your reputation is your strongest and most fragile asset. How can you develop your personal brand?
Establish yourself. From the outset, focus on establishing yourself as a reliable, knowledgeable and approachable professional. Have a good attitude, be willing to take on new assignments—even when it may not be convenient—and provide value.
Become invaluable. Develop an expertise or specialty. Choose a specific area of law or a particular skill to master, and become the go-to resource. But remember to focus on developing proficiency in a specific practice area that aligns with your interests and market demand. (If you’re interested in equine law, that’s great; but if you’re an estate lawyer in Milwaukee, it’s unlikely there’s a demand for such knowledge.)
Be responsive. Know how your clients like to communicate (e.g., calls, emails, Teams meetings, texts) and what your clients expect to be communicated. Client preferences vary widely. Whatever they want, provide it promptly, clearly and consistently.
How do you network strategically?
Rethink networking. I don’t know many people who love to network. But if you redefine it, it can become less daunting and, dare I say, fun. Successful networking is simply making authentic connections. Clients choose lawyers they trust and feel comfortable with.
Network authentically. Attend industry events, bar association meetings and community gatherings you enjoy. While there may be more of a demand on your time to attend events and join organizations that may not be your cup of tea, as you progress in your career and demonstrate yourself, you will gain more agency over your extracurriculars.
Be visible. Publish articles, speak at CLE seminars or other events and maintain a presence on LinkedIn or other platforms relevant to your practice area. Share insights that show your knowledge and personality and demonstrate thought leadership.
Leverage your current connections. Mentors, colleagues and alumni connections can all be invaluable resources for client development. Observe. Partner to build credibility. Reach out for advice, mentorship and opportunities. Again, remember to be authentic and not transactional. These are relationships; think about how you might be able to help them too.
Ask. Ask for referrals, introductions, speaking opportunities, leadership roles, business—whatever it is that you want. You don’t get what you don’t ask for. And don’t get discouraged when someone says no. Hearing “no” builds a thick skin. Trust me, it won’t faze you after a while.
What is the ‘business side of law’?
For many young lawyers, the journey into the legal profession begins with a passion for advocacy, justice or intellectual challenge. But the reality of practicing law involves a significant yet overlooked component: running a business. Understanding the business side of law is no longer optional; it is crucial for long-term success.
Law is both a profession and a business. While the legal profession is rooted in service and ethics, it’s also a business that must generate revenue to survive. This means balancing client service with financial sustainability. Firms, regardless of size, face costs like office rent, salaries, marketing and technology. Lawyers who understand these financial dynamics are better equipped to align their work with the firm’s goals and contribute meaningfully to its success.
Master the art of billing. Consistently transparent and fair billing practices build trust and enhance client satisfaction. Efficient time management allows you to meet client expectations, hit billable hour targets and still have room to work on business development. Ask other lawyers how they handle their time, organize, and manage billable work and client development. We all make time for what we want. Telling a partner that you “don’t have time” for client development is no excuse.
Remember your ethics and professionalism. While focusing on the business aspects, remember that the legal profession demands high ethical standards. Balancing profitability with the duty to serve clients ethically and effectively is critical. Always ensure your business strategies align with the rules of professional conduct.
What do clients want?
Do good work and be easy to work with. Nothing drives client development like consistently exceptional results and outstanding service. Here’s how:
Understand your client’s goals. Ask your clients, “What are your goals?” “What are you concerned about?” Don’t assume. Once you understand what your clients want, mapping out a strategy and implementing it becomes much easier.
Overdeliver. Go the extra mile. Exceed expectations whenever possible, whether by delivering ahead of deadlines or providing unexpected insights. Offering practical solutions or anticipating client needs will set you apart from the competition.
Be transparent, and manage expectations. Clear, consistent communication about timelines, costs and potential outcomes builds trust. Promptly return calls and emails. Clients want to feel valued and prioritized. You’d be surprised how many lawyers have lost clients simply because they were nonresponsive.
Why is this taking so long?
Remember: You’re playing the long game here. Patience and persistence pay off. What can you do today to build your client base? What can you do daily, weekly, monthly and annually? Jot them down on a legal pad or in your Notes app. Keep track, stay accountable and stay committed. Over time (and sometimes that means years), these efforts will compound into meaningful results.
This story was originally published in the April-May 2025 issue of the ABA Journal under the headline: “Understanding Client Development: The importance of mastering it—and how to do it.”
Erin E. Rhinehart is co-managing partner of Faruki in Dayton, Ohio. Her practice focuses on commercial litigation, spanning a variety of issues and industries.
Survival Guide, Esq. offers advice for early-career lawyers through a partnership between the ABA Journal and the ABA Young Lawyers Division. The authors of the column welcome any of your questions. Please send them to [email protected].
This column reflects the opinions of the author and not necessarily the views of the ABA Journal—or the American Bar Association.
