By: Jennifer Shankleton & Holly Barocio
In this Q&A, legal marketing expert Jennifer Shankleton, Chief Growth & Development Officer for Brennan, Manna and Diamond, speaks with GrowthPlay’s Holly Barocio, to explore how firms can strategically evaluate and implement BD coaching programs. This conversation is tailored for mid-level legal marketers and law firm leaders looking to align BD initiatives with firm strategy.
Internal vs. External Resources
Jen: How do you know if you should build a business development program with internal resources or engage an outside expert to assist?
Holly: It depends on a variety of factors – level of investment, capabilities, and capacity of the internal team, desired outcomes, etc., but I don’t think they have to be mutually exclusive. Some of my strongest partnerships are collaborative engagements where the internal team co-facilitates and joins coaching sessions. Some firms operate on a progressive approach where an internal team works with a specific segment of the lawyers, and an external consultant tackles a different segment of the firm.
Identifying Participants
Jen: How do you determine who will participate in the program? Is it all attorneys, rainmakers, mid-level, rising star associates, and laterals, or specific client teams, industry, or practice areas?
Holly: We base participation on strategic goals and desired impact. Regardless of title, start with the willing—those open to self-reflection and innovative approaches. BD coaching requires vulnerability and a willingness to try unfamiliar tactics. Sometimes this makes lawyers feel uncomfortable. It’s often not because they don’t believe in the recommendation, it’s because they haven’t done it before, which is daunting for precedent thinkers/doers.
Piloting the Program
Jen: Does it make sense to pilot the program with a select group of participants? What are good strategies for determining how participants will be selected/identified?
Holly: Absolutely. Pilot programs offer flexibility and insight. There’s typically a connotation when we hear the word “pilot” – it gives us some wiggle room. At GrowthPlay, we’re big fans of short applications. It’s a low hurdle to see if a lawyer is willing to invest the time to complete a short, five-question application, and what level of care he/she/they put into that effort. And, once word gets out about how successful the experience is, it can help a firm build a pipeline of interest for future support.
Building Internal Consensus
Jen: What internal communications or consensus-building is needed to engage attorneys in the process and program?
Holly: Effective communication is critical. There are specific strategies I have seen work well: elevating the initiative’s visibility, building lawyer confidence, and tying messaging to firm strategy. Leadership endorsement from a marketing partner, managing partner, or practice group lead is essential. And, when a firm gets to this point of the program, testimonials from alumni or colleagues who would be willing to share experiences and evangelize the benefits of business development coaching will enhance credibility and engagement.
Conclusion
Key Takeaways:
1. Align BD coaching with firm strategy and define clear objectives.
2. Choose participants based on willingness and strategic impact.
3. Consider hybrid models for resourcing and pilot programs for testing.
4. Build internal consensus through leadership messaging and peer testimonials.
5. Understand and adapt to firm culture and track success metrics.
Business development (BD) coaching has become a significant trend in law firms. According to BTI’s 2025 Benchmarking report, as of this year, 81 of the Am Law 200 firms have incorporated coaching into their operations. BD coaching continues to gain traction in firms of all sizes as they seek to enhance client engagementHolly Barocio, cross-selling, and market share.
In this Q&A, legal marketing expert Jennifer Shankleton, Chief Growth & Development Officer for Brennan, Manna and Diamond, speaks with GrowthPlay’s Holly Barocio, to explore how firms can strategically evaluate and implement BD coaching programs. This conversation is tailored for mid-level legal marketers and law firm leaders looking to align BD initiatives with firm strategy.
Defining Your Objectives
Jen: Your leadership team, marketing partner, or CMO says: “we need to think about business development coaching for our attorneys.” What is the first item on your checklist?
Navigating Firm Culture
Jen: How do you navigate law firm norms, culture, leadership style, business model, partner track and compensation system – and their impact on a business development initiative?
Assessing Program Type
Jen: How do you determine which BD initiative or coaching program is right for your firm? Education, training, coaching, or a combination of all three?
Internal vs. External Resources
Jen: How do you know if you should build a business development program with internal resources or engage an outside expert to assist?
Holly: It depends on a variety of factors – level of investment, capabilities, and capacity of the internal team, desired outcomes, etc., but I don’t think they have to be mutually exclusive. Some of my strongest partnerships are collaborative engagements where the internal team co-facilitates and joins coaching sessions. Some firms operate on a progressive approach where an internal team works with a specific segment of the lawyers, and an external consultant tackles a different segment of the firm.
Selecting the Right Coach
Jen: How do you choose a coach or trainer that is the best fit for your firm and attorneys?
Identifying Participants
Jen: How do you determine who will participate in the program? Is it all attorneys, rainmakers, mid-level, rising star associates, and laterals, or specific client teams, industry, or practice areas?
Holly: We base participation on strategic goals and desired impact. Regardless of title, start with the willing—those open to self-reflection and innovative approaches. BD coaching requires vulnerability and a willingness to try unfamiliar tactics. Sometimes this makes lawyers feel uncomfortable. It’s often not because they don’t believe in the recommendation, it’s because they haven’t done it before, which is daunting for precedent thinkers/doers.
Piloting the Program
Jen: Does it make sense to pilot the program with a select group of participants? What are good strategies for determining how participants will be selected/identified?
Holly: Absolutely. Pilot programs offer flexibility and insight. There’s typically a connotation when we hear the word “pilot” – it gives us some wiggle room. At GrowthPlay, we’re big fans of short applications. It’s a low hurdle to see if a lawyer is willing to invest the time to complete a short, five-question application, and what level of care he/she/they put into that effort. And, once word gets out about how successful the experience is, it can help a firm build a pipeline of interest for future support.
Building Internal Consensus
Jen: What internal communications or consensus-building is needed to engage attorneys in the process and program?
Holly: Effective communication is critical. There are specific strategies I have seen work well: elevating the initiative’s visibility, building lawyer confidence, and tying messaging to firm strategy. Leadership endorsement from a marketing partner, managing partner, or practice group lead is essential. And, when a firm gets to this point of the program, testimonials from alumni or colleagues who would be willing to share experiences and evangelize the benefits of business development coaching will enhance credibility and engagement.
Conclusion
Key Takeaways:
1. Align BD coaching with firm strategy and define clear objectives.
2. Choose participants based on willingness and strategic impact.
3. Consider hybrid models for resourcing and pilot programs for testing.
4. Build internal consensus through leadership messaging and peer testimonials.
5. Understand and adapt to firm culture and track success metrics.
