{"id":2356,"date":"2025-01-21T20:14:08","date_gmt":"2025-01-21T20:14:08","guid":{"rendered":"https:\/\/digital.dh-design.co.uk\/centrum-spring-2025\/?page_id=2356"},"modified":"2025-03-28T10:51:29","modified_gmt":"2025-03-28T10:51:29","slug":"beyond-borders-article-2","status":"publish","type":"page","link":"https:\/\/digital.dh-design.co.uk\/centrum-spring-2025\/beyond-borders-article-2\/","title":{"rendered":"Beyond Borders Article 2"},"content":{"rendered":"\t\t
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\u201cA key element of strategy development is that to which you\u2019ll say \u2018no\u2019.\u201d<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The best business development transformations are based on simple concepts, but that does not mean they are easy, says Mark Howe of Canadian law firm Thompson Dorfman Sweatman, who also addresses the multi-generational workforce, keeping clients happy, and remote working.<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Mark Howe,<\/strong>
Director of Business Development & Client Relations [Canada],<\/em>
Thompson Dorfman Sweatman<\/strong><\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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mhowe@tdslaw.com<\/span><\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Professional services firms are focusing on technology-related transformations, especially related to artificial intelligence. These transformations require investments of time, effort, and capital.<\/h6>

The fuel for financial investment results from the retention of clients, the expansion of services with existing clients, and the acquisition of new clients. Business development [BD] transformations can be the high-octane fuel that professional service firms need to fire on all cylinders.<\/p>

While there are many options for business development transformations, this article focuses on four areas: the multigenerational workplace culture, remote work and internal business development, keeping up with what clients want, and developing a client-relevant personal brand.

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The multigenerational workplace culture<\/h5>

Transform internal structures and nurture the growth of a business development culture.<\/em><\/strong><\/p>

External referrals and internal referrals have at least one thing in common, it\u2019s all about relationships. The old saying \u201cknow, like, and trust\u201d applies to both. So how do you get people to know, like, and trust you? You spend time with these people. Yes, this can be done virtually, but the process is accelerated when done in person.<\/p>

Inside firms, professionals of different ages and generations collaborate more effectively and frequently if they know, like, and trust each other. This is simple, but not easy, and consistency matters. One solution is to build intentional and formal structures to foster internal collaboration and relationship building. When done well, trust levels rise, and internal referrals are an outcome.<\/p>

Every firm is unique, but simple solutions can include a monthly business development lunch and learn programmes, spanning all offices, practice areas, and levels of seniority. Formal BD groups with an engaged leader is another option.<\/p>

These groups should be diverse across levels of seniority, practice areas, and offices. You can keep busy professionals engaged by having some fun with these meetings and, of course, high-quality food and beverages are an incentive. Selectively offering certain meetings and workshops in person only, can be another strategy to get more people to attend in person.<\/p>

Firms that intentionally bring professionals together across service areas, generations, and offices to discuss business development will see positive results.

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Remote work and internal business development<\/h5>

Transform your approaches to internal relationship development to build trust and generate internal referrals.<\/em><\/strong><\/p>

There is a lot of discussion these days about the benefits of working from home versus being in the office. Do professionals need to be in the office? The common lawyer answer applies here, \u201cIt depends.\u201d It depends on the type of practice, the current book of business, and the number of strong internal relationships.<\/p>

In most cases, younger associates who work from home most of the time do so at their peril. The old saying, \u201cOut-of-sight equals out-of-mind\u201d applies. Many associates know proximity matters because partners often send work to associates who are located close to their office. Associates who have moved from an office in a quiet area at the end of a hall to a new office in the heart of the action will confirm that proximity to key partners matters. It is all about visibility.<\/p>

Of course, there are benefits to working from home. In my experience, I am more efficient there; however, I am more effective in the office. It is important to avoid confusing efficiency with effectiveness. If I need something from a partner, instead of sending another follow-up email or a Teams message reminder, I just walk down the hall, knock on the door and get my answer, so I can move things to the next step.<\/p>

Serendipity is another in-office factor. One of our late partners used to say, \u201cSerendipity happens, but only when you\u2019re out of your office.\u201d In this case, we are talking about getting out of your internal office and moving around within the firm.<\/p>

I often take my laptop and work out of our Northern Lights Lounge<\/a><\/span> because lawyers will pass by me when grabbing a coffee. These unplanned interactions frequently \u201cspin out\u201d business development opportunities. These short conversations are an invaluable opportunity to learn more about the clients with which a lawyer is working.<\/p>

A benefit of having an in-depth understanding of people\u2019s expertise and experience across the firm is it positions you to be a connector of the dots, helping to foster internal referrals.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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“Firms that intentionally bring professionals together across service areas, generations, and offices to discuss business development will see positive results. Selectively offering certain meetings and workshops in person only can be another strategy to get more people to attend in person.”<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Are we keeping up with what clients want?<\/h5>

Transform the sales philosophy from, \u201cWhat fees will this generate?\u201d to \u201cHow can I become indispensable to clients?\u201d<\/em><\/strong><\/p>

Do not pitch. Clients and prospects do not want a pitch. They want a conversation. Ask good questions and listen. Asking questions and listening is again, simple, but not easy. When done well, client conversations can be golden for professionals, as you learn about the client\u2019s needs, interests, plans, preferences, and pain points.<\/p>

For more than 10 years, I have conducted client feedback interviews with our managing partner. We consistently hear clients want more collaboration and teamwork. They want problems to be solved, even if the problem is outside their lawyer\u2019s area of expertise. Clients want service providers to be thinking of their broader needs, not just the matters with which the lawyer can assist.<\/p>

Clients want practical, commercially-minded solutions. They want to be told how something can be done and not what cannot be done. They want to work with professionals who get deals done and are not interested in working with people who are barriers to closing deals. They want options and recommendations with a rationale.<\/p>

The things clients want are delivered more effectively when professionals work collaboratively in teams. And after all, what is the point of being at a sizable firm, if you are not drawing on the full resources of the firm to better serve clients?

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Personal brand commitment and the client connection<\/h5>

Transform your brand and build alignment and relevancy with ideal clients.<\/em><\/strong><\/p>

Your brand is your reputation; the thing for which you are best known. How can professionals enhance their brand? Be your true authentic self and play to your strengths. If you hate golfing, do not make golf the cornerstone of your business development plan.<\/p>

A key element of strategy development is that to which you\u2019ll say \u2018no\u2019. This includes marketing and business development, clients, and services. Do some self-reflection and ask yourself, \u201cWhat types of clients do I enjoy working with the most?\u201d and \u201cWhat types of work do I like?\u201d. Focus your marketing efforts – like speaking and writing on these areas – and build your brand around what you enjoy doing and what you are good at.<\/p>

I am a big believer in the significance of personal fit. It matters in romantic relationships, it matters when hiring new employees, and it matters with clients too. I have been in a client-facing (sales) role at my firm for more than 10 years. Sometimes I am talking to prospective clients with a lawyer, but other times I am talking to prospects on my own. In these situations, I play a triage role.<\/p>

Since I am not a lawyer, I am not providing advice, but solutions come later in the process anyway. What I am doing is asking the right questions and listening. I am Identifying legal needs first, and second, I am learning the client\u2019s preferences for style and approach to find the right personal fit. The right legal skillset is an obvious \u201cfilter\u201d for matching new clients with the right lawyer, but personality is a criterion that is underrated.<\/p>

For example, a very entrepreneurial client with a high tolerance for risk may not be a good fit with a lawyer who has a very risk-averse nature; just as a very introverted lawyer may not be the ideal fit for an extremely extroverted client.<\/p>

Be intentional about managing your brand, because your name and reputation will attract a certain type of clientele. Savvy professionals ensure they attract the right types of clients.<\/p>

The best BD transformations are based on simple concepts, but that does not mean they are easy to do. Key ingredients for BD transformations include fostering the right culture, building internal trust, developing the right mindset, and above all, commitment.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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tdslaw.com<\/span><\/em><\/a><\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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About Mark Howe<\/h5>

Mark is the head of business development at TDS, a leading regional Canadian law firm based in Winnipeg, Manitoba. Mark is in a client-facing sales role at the firm and provides business development coaching to partners and associates. Mark is a certified coach through the International Coaching Federation and is on the board of directors of the Legal Marketing Association Canada.<\/p>

He is also the instructor of the Fundamentals of Marketing and Business Development for Professional Services program, through the University of Manitoba\u2019s Asper School of Business Executive Education Centre.\u00a0\u00a0<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u201cA key element of strategy development is that to which you\u2019ll say \u2018no\u2019.\u201d The best business development transformations are based on simple concepts, but that does not mean they are easy, says Mark Howe of Canadian law firm Thompson Dorfman Sweatman, who also addresses the multi-generational workforce, keeping clients happy, and remote working. Mark Howe,Director […]<\/p>\n","protected":false},"author":3,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-2356","page","type-page","status-publish","hentry"],"rankMath":{"parentDomain":"dh-design.co.uk","noFollowDomains":[],"noFollowExcludeDomains":[],"noFollowExternalLinks":false,"featuredImageNotice":"The featured image should be at least 200 by 200 pixels to be picked up by Facebook and other social media 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