The Shift from Pitching to Becoming Indispensable
In Monday’s live session, Moderator David Kaufman explored how lawyers can strengthen relationships with existing clients and grow their practices by becoming indispensable advisers rather than constant pitchers of new work.
Kaufman, who leads global strategy at Nixon Peabody, a leading US Law Firm, and works extensively with international law firm networks, framed the discussion around a compelling analogy from his personal life as an endurance athlete. Just as athletes “bulk up” through progressive overload in strength training, lawyers can “bulk up” their practices by deepening relationships with existing clients.
The premise is simple but powerful: it is significantly easier and more productive to grow work with current clients than to win entirely new ones. Studies consistently show lawyers have a 60-70% chance of selling to existing clients compared with just 5-20% with new prospects. Yet many lawyers still chase the “shiny penny” of new clients instead of investing in the relationships they already have.
Kaufman argues that the key lies in becoming indispensable to clients, a concept rooted in the trusted-adviser model, in which clients turn to their lawyer instinctively when facing risks, decisions, or opportunities.
He outlined five practical behaviours that help lawyers reach that level of trust.
1. Be Accessible
Accessibility is the foundation of trust.
Kaufman challenged lawyers to honestly assess whether they are truly reachable for clients. In a world of multiple communication channels, phone, text, WhatsApp, email, and video calls, responsiveness matters more than ever.
Clients do not expect immediate solutions to every problem, but they do expect acknowledgement. Even a brief message confirming receipt of a query reassures clients that their concern has been transferred from their plate to the lawyer’s.
Accessibility also means building a team around the client relationship. Lawyers who operate in a silo risk creating bottlenecks and diminishing service quality. Clients value the sense that a firm has depth and that their matters can move forward even if one individual is unavailable.
2. Listen Properly
Lawyers are trained to speak persuasively, but Kaufman emphasised that listening is often the more valuable skill.
Clients frequently reveal critical information about their priorities, challenges, and goals during conversations. Yet many lawyers miss these insights because they are focused on demonstrating expertise rather than absorbing what the client is saying.
Active listening, asking clarifying questions, showing curiosity, and resisting the urge to dominate the conversation can uncover opportunities for deeper engagement and more effective advice.
3. Communicate Proactively
Communication should never be purely reactive.
Many lawyers believe they communicate well because they respond quickly when clients ask for updates. However, from the client’s perspective, having to chase their lawyer for information signals poor service.
Kaufman encouraged lawyers to stay ahead of the client by providing regular updates on matters, even when there is little progress to report. Transparency builds confidence, while silence erodes it.
He also highlighted the value of sharing relevant insights beyond active matters, for example, legal developments, regulatory changes, or industry news that could affect a client’s business. Effective outreach should meet three criteria: it must be current, relevant, and insightful.
4. Be Genuinely Interested in Your Client’s Business
Indispensable advisers go beyond legal analysis; they understand the client’s commercial environment.
Kaufman urged lawyers to follow industry developments, attend sector events, and learn how their clients actually operate. Trade shows and industry conferences can be particularly valuable, as they provide exposure to the broader ecosystem in which clients compete.
Authenticity plays an important role here. Lawyers who share aspects of their own interests and perspectives often create stronger personal connections with clients. This openness can lead to more meaningful conversations and deeper professional trust.
Increasingly, law firms are also organising themselves around industry sectors rather than purely legal disciplines, recognising that sector expertise strengthens client relationships.
5. Be Consistent
Consistency, Kaufman argued, is the ultimate differentiator.
Just as fitness results come from sustained training rather than occasional bursts of activity, strong client relationships are built through continuous engagement. Lawyers cannot treat business development as a short-term campaign or occasional task.
Instead, thinking about clients should become part of a lawyer’s daily mindset, considering their risks, opportunities, and evolving needs even outside formal interactions.
Clients notice when their advisers are genuinely thinking about their business.
Two Practical Bonus Strategies
Kaufman concluded with two additional practical recommendations.
First, visit clients in person whenever possible. Rather than simply meeting for meals or formal discussions, lawyers should spend time at clients’ offices or facilities, meeting their teams and understanding how their businesses function. These visits often strengthen relationships dramatically.
Second, help clients find new opportunities. Introducing clients to potential partners, suppliers, investors, or customers can create enormous goodwill. Acting as a connector, bringing the right people together is a powerful way to add value beyond legal advice.
In an age increasingly shaped by technology and automation, Kaufman noted that this kind of human connection remains uniquely powerful.
The Core Message
Ultimately, Kaufman’s message was clear: building a successful legal practice is less about constant pitching and more about sustained, thoughtful engagement with the clients you already serve.
By being accessible, listening closely, communicating proactively, understanding clients’ businesses, and maintaining consistency, lawyers can transform relationships into trusted partnerships and, in doing so, become indispensable.
