“If junior lawyers get involved in business development early, it builds their commercial awareness, stops them from being siloed, and widens their sphere of knowledge,” observes Rachel Kennedy, International Senior Business Management Manager at Addleshaw Goddard, during a recent Platforum9 session. Drawing from her unique perspective as both a former lawyer and current BD professional, Kennedy shares insights on how young lawyers can build their personal brand and engage in business development from the start of their careers.

The Importance of Early Engagement

While business development has traditionally been seen as a partner-level responsibility, Kennedy emphasizes the value of early involvement. “It’s essential for junior lawyers to stand out from their peers and stay front of mind with clients,” she notes. This early engagement not only builds commercial awareness but also makes young lawyers invaluable to senior partners and BD teams.

Creating a Personal Development Plan

Kennedy recommends starting with a structured approach to personal brand building. A comprehensive personal development plan should focus on key areas:

• Essential Skills Development: Master presentation techniques, pitch delivery, and financial management fundamentals
• Communication Capabilities: Learn to adapt your style across different platforms and audiences
• Network Building: Create and maintain meaningful professional relationships
• Industry Knowledge: Develop deep understanding of your sector and clients’ businesses

The plan should be realistic and include regular review points to track progress and adjust goals as needed.

Making Time for Business Development

Acknowledging the time pressures facing young lawyers, Kennedy advocates for a disciplined approach. “The best lawyers I work with have half an hour once a week where they go through their contact lists,” she shares. This regular commitment to relationship building, while seemingly small, can yield significant long-term benefits. The key is consistency and making business development a habit rather than an afterthought.

Engaging with Industry Groups

For young lawyers looking to build sector expertise, Kennedy emphasizes the importance of immersion in industry groups. She encourages active participation in internal sector mailing lists, engagement with BD managers, and attendance at sector-focused events. Many firms have budget allocated for industry memberships and professional development – Kennedy notes these resources often go unused simply because associates don’t ask for them.

The Evolution of Networking

Scott Simmons, contributing to the discussion, highlighted the changing nature of networking for young lawyers. “There is an entirely new generation of business owner and buyer of legal services who do all their networking, buying, and investigation online,” he notes. This shift presents unique opportunities for young lawyers to build their brands through social media platforms, particularly LinkedIn, where consistent, thoughtful engagement can significantly impact professional visibility.

Practical Steps for Overcoming the Fear of Rejection

One of the biggest challenges for young lawyers is fear of rejection in business development activities. Kennedy suggests a stepped approach:

• Start with existing clients and focus on excellent client care
• Build relationships with peer networks in your industry
• Prepare thoroughly before client interactions
• Remember clients are human too – they don’t expect immediate solutions
• Document key contact points and follow up consistently

Leveraging BD Team Support

Law firm BD teams can be valuable allies for young lawyers in their professional development journey. These teams often provide:

• Guidance on thought leadership opportunities
• Training on essential soft skills
• Support with personal brand development
• Strategic networking introductions
• Insight into firm-wide initiatives and opportunities

Looking Forward

The future of legal business development is evolving, with increasing emphasis on digital platforms and authentic relationship building. “We’ve got a group of hungry associates that want to do more and raise their profile,” Kennedy notes. “We need to give them the right tools to do it.”

For young lawyers looking to build their brand and develop business, the key is to start early, be consistent, and embrace both traditional and digital networking opportunities. As Kennedy concludes, the most successful approach combines authentic relationship building with strategic personal brand development, creating a foundation for sustainable career growth in an evolving legal landscape