Building a Personal Practice: Who knows who you are?

I've met some exceptional lawyers over the years who are incredibly well regarded within their firms, but virtually unknown outside their immediate circles.

Their colleagues know how good they are. Their Partners trust them. Their clients, when they get to work with them, are impressed.

But there's a problem. Being good at what you do and being known for what you do are two very different things. And this isn't simply about building an external reputation. It's equally important that people within your own firm know who you are, what you do and what you're good at.

In larger firms particularly, it's entirely possible to spend years working alongside talented colleagues in other practice groups without really understanding their expertise or the clients they serve. That's a missed opportunity, both for the individual lawyer and for the firm.

In my previous article, Being a great lawyer isn't enough to build a practice, I explored why business development matters for lawyers. The next question is how to begin building a professional reputation and practice of your own.

What do you want to be known for?

When I speak to lawyers about their careers, I'm often surprised by how little thought they've given to building their own professional profile. They have a CV, perhaps a LinkedIn profile, and a biography buried somewhere on their firm's website.

But ask them what they want to be known for, who they want to be known by, or why a potential client should think of them rather than another equally capable lawyer, and the answers aren't always clear.

Building a professional profile isn't about becoming a social media influencer or having the 'gift of the gab'. It's about developing a reputation in the market for something. That might be expertise in a particular sector, a type of transaction, an area of law or simply being someone who understands a client's business exceptionally well. And importantly, it's about ensuring that the right people know about that expertise.

Find your tribe

One of the misconceptions about business development is that you need to be naturally outgoing or particularly good at networking. I don't agree. Everyone can build relationships in their own way.

Some people are outgoing socialites who thrive in large groups. Others prefer smaller, more intimate gatherings. Some seem to embrace any sport involving a ball, while others are drawn to endurance events, book clubs or other shared interests.

Whatever suits you, lean into that tribe. They're your people.

It's far better to build genuine relationships with people whose company you enjoy than to force yourself into networking circles simply because you think there's business to be won. We've all encountered that person who joins a group, tries to sell everyone some form of insurance, and then moves on to the next group!

Nobody enjoys being treated as a potential sale. Be authentic. But don't be afraid to put yourself out there.

Don’t forget the people inside your own firm

Building a professional profile isn't exclusively an external exercise. Your

colleagues can become some of your most valuable sources of opportunities.

Think about the lawyer in another practice group who regularly advises a client that could benefit from your expertise. Will that colleague think of you when the opportunity arises? Do they understand what you do well enough to introduce you confidently? And would you do the same for them?

Internal relationships matter. In many firms, particularly larger ones, the ability to collaborate across practice groups and develop trusted internal referral networks can be an important part of building a successful practice.

Reputation takes time 

There's an old principle in sales that it can take multiple interactions with a prospective client before they are ready to buy.

Legal services are no different in one important respect. Clients seldom instruct someone simply because they've met them once. They need to know who you are, understand what you do and, most importantly, trust you. That trust develops through repeated interactions.

A conversation at a conference, a shared sporting interest, an introduction from a colleague, an article you've written or simply bumping into each other regularly.

The point isn't to sell something every time you meet someone. It's to become someone they remember when they eventually need what you offer. And that takes time.

Start before you need the work

One of the mistakes I see is lawyers waiting until they're approaching Partnership before thinking seriously about their professional profile. By then, they're often competing against people who have spent years becoming known in their respective markets.

Don't wait until you're handed a revenue target or told that you need to start bringing in your own clients. Start while you're still an Associate. Develop your expertise, build relationships across your firm, become involved in professional and personal communities, and give people a reason to remember you.

You don't need to have all the answers or a perfectly developed business development strategy. But you do need to start. Your firm's reputation might open the first door. But your personal reputation is what increasingly determines whether people come looking for you.

So here's a question worth considering:

If you left your firm tomorrow, how many people, both inside and outside it, would know what you do, what you're good at and why they should call you?

That's probably a useful starting point for thinking about your personal practice.

Building your firm's people strategy? Get in touch with Mavens to explore how we can support your business.