From The Lawyers Weekly comes more wisdom from the other side of the border--Rainmaking for women lawyers – the best start is an early start--an article that explores ways that women can bring in lotsa dough. Of course, we're required to do so on the same playing field that is oh-so-familiar to the men, but completely foreign to us.
So, while I agree with the premise of the article, I find it a bit offensive that women should have to strategize and create unique ways in which to navigate the world so familiar to men. Rather than making efforts to change the business environment of law firms to keep up with the way the world is today, BigLaw seems content to languish in antiquity, thus requiring those of us who don't fit the mold of white lawyers from the mid-twentieth century to contort ourselves in a bizarre attempt to become that which we are not.
And, the concept that we simply must make time to do so despite unreasonable pressures to bill ridiculous numbers of hours is unrealistic, at best. There are only so many hours in the day, and people have obligations outside of the office that require their attention.
From the article:
There’s a dominant model of the rainmaker in our law firms. We can all describe him. He’s extroverted. He likes to talk. He’s a bit egotistical but keeps it in check. He’s always out and about networking, attending events, and talking business. Our law firms have always depended on guys like him to bring in the clients and keep the engines stoked with new files and new work. Rainmakers like this account for about 10 per cent of our lawyers. What about the others who don’t fit the mould?
Many young women lawyers measuring themselves against this model quickly determine “that’s not me...”
In order to put Rapport Talk to work for business development it is important to become more intentional about managing your relationships. Make a list of the people most important to your success. In the business context this will include your clients, contacts, and partners at the firm. It also includes your legal secretary and other integral support staff. How are you nurturing these important relationships? Who is missing that could make a difference? Do you have a mentor? Do you need to build up your network of contacts in certain strategic areas?
You wouldn’t go to the store without your grocery list, so don’t go to work Monday morning without your Connect With list. This is a list of the people who you want to connect with over the coming week. It may be an email to set up a coffee date. Or an article clipped and sent over. One litigator I know developed this habit when she was a mother with two young children. Over the years her network of relationships expanded, deepened and now provides an abundant source of work for herself and her colleagues.
Don’t let time pressures keep you from taking action. Business development time is about investing in your future. The purpose of planning and action lists is to ensure that the time you do invest is wisely spent. You are busy. That means you have to be strategic. It doesn’t mean you should opt out.
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