Creating Accountability Without Turning Business Development Into a Compliance Exercise
Many firms struggle with accountability in business development. Either there is none, or it becomes overly rigid.
Neither works.
When accountability is absent, business development becomes optional. Only the naturally inclined participate. Efforts stall. Leadership grows frustrated.
When accountability becomes overly prescriptive, it feels punitive. Activity tracking replaces judgment. Lawyers comply on paper while disengaging in practice.
The goal is not compliance. The goal is progress.
Effective accountability focuses on intention and learning, not just output. It asks different questions. What are you trying to build. What relationships matter most. What did you try. What did you learn.
This approach respects lawyers as professionals. It creates space for experimentation rather than fear of failure. It allows for different styles while still reinforcing that business development is part of the job.
Regular check ins matter, but they should feel like coaching conversations, not audits. Accountability works best when it is tied to support. If expectations exist, resources must follow.
Leadership sets the tone. When partners treat business development discussions as thoughtful and strategic, lawyers take them seriously. When they are treated as box checking exercises, lawyers do the same.