Learning the Craft of Business Development

If you are an up-and-coming partner or solopreneur who needs to build your practice, you may be asking, how do I sell my services? Whether you are an accountant, financial advisor, engineer or architect, you were trained to do the work not sell the work. Yet, in order to succeed, you have to be able to win client business.

As Chuck McDonald, a senior attorney in Columbia, South Carolina, puts it:

The one thing they don’t teach you in law school is that the most important thing in private practice is how to get clients. You find out fairly early whether you are going to be able to do that which enables you to climb the ladder within a firm structure. If you’re not, you’re a fungible good. They’re what we call “worker bees,” but they just don’t get the same, frankly, respect within the firm or the same compensation. So, selling is a very important component.

Not only are we never taught to sell our services, many successful rainmakers are not particularly good mentors. It’s not because they don’t want to be helpful, they simply have a tough time helping others understand what they do. So, it’s really hard to truly understand what gifted rainmakers do differently.

Helping You Win New Client Business and Build Your Practice

Not only is Doug a seasoned rainmaker with 25 years of experience, he’s spent decades studying the business development process. Doug is a gifted teacher in the classroom and one-on-one. As your coach, Doug works one-on-one to help you learn the craft of successful business development:

• Understand how clients buy and the role you play in the journey
• Position yourself as an expert in a specific service category
• Identify those whom you most wish to serve
• Determine your competitive edge – what makes you distinctive
• Build awareness of your services within your target audience
• Establish your reputation as a leader in your field
• Earn trust through professional integrity

A Winning Approach to Your Professional Development

Doug’s coaching engagements typically last from a few months to a year or more. On average, he’ll spend one hour per week with you via phone, videoconference, email or text – whatever works best for you. Doug doesn’t bill hourly because nobody likes the feeling that the meter is running. Furthermore, he hasn’t figured out how to invoice for the time thinking about your practice while making coffee at 6am, sitting on the tarmac at O’Hare or on a long weekend trail run with the dog. So, coaching fees are structured as monthly retainers.