Setting Realistic, Role Specific Business Development Expectations by Level
One of the fastest ways to undermine business development efforts is to treat all lawyers the same.
Firms often articulate expectations in broad strokes. Everyone should network. Everyone should bring in business. Everyone should contribute to growth. While well intentioned, this approach ignores reality.
Lawyers at different stages have different degrees of control, visibility, and influence. Asking them to do the same things creates confusion and resentment.
Effective firms set role specific expectations.
For associates, business development is about foundation. Building internal relationships. Developing judgment. Learning how clients think. Becoming visible for the right work. Expecting origination at this stage is unrealistic. Expecting engagement and curiosity is not.
For senior associates and junior partners, expectations shift toward external presence. Developing referral relationships. Participating in speaking or writing. Supporting institutional clients. Beginning to own parts of relationships, even if they do not yet originate them.
For established partners, expectations focus on stewardship. Deepening key client relationships. Creating opportunities for others. Being intentional about visibility. Supporting succession and cross practice collaboration.
Clarity matters. When lawyers understand what is expected of them now, they are far more likely to engage. When expectations feel mismatched to reality, they quietly disengage.
Leadership’s role is not to demand uniform behavior. It is to define what meaningful contribution looks like at each level and to communicate that consistently.
