The legal market is more competitive than ever before. Clients are more informed, more price-sensitive, and more willing to move their business if they feel undervalued or ignored. For this reason, firms relying solely on reputation, pedigree, or legacy relationships can experience stagnation, even when their legal work remains excellent.

‘Rainmaking’ gives individual lawyers leverage. It creates professional security, strengthens internal standing within a firm, and provides flexibility if circumstances change. More importantly, it allows lawyers to shape practices around work they actually enjoy, rather than waiting passively for assignments to arrive. Lawyers who originate work also tend to have more influence over staffing, pricing discussions, and long-term client strategy.

“Being a great practitioner is the price of admission,” notes Steve Fretzin of Fretzin Inc. “Rainmaking is what gives you control over your career.”

This distinction matters because lawyers can spend time on activities that increase visibility – which in and of itself is valuable, but may never convert into meaningful relationships or new matters which generate revenue. While a common misconception about rainmaking is that people are either born rainmakers or they are not, in reality, it is a skillset that can be learned, practiced, and refined over time. What separates lawyers who thrive from those who struggle is their ability to consistently attract the right clients, communicate value clearly, and maintain relationships over the long term. Rainmaking is an obtainable skill, but it does require discipline and intention.

What Actually Works

The most effective rainmaking strategies are simple and repeatable. Lawyers who succeed focus on learning about other people, asking thoughtful questions, and making meaningful introductions. They invest time in understanding their clients’ needs and building a long-term relationship. Consistent follow-up signals attention, professionalism, and genuine interest.

Consistent rainmakers tend to share several core traits. They are curious about others, generous with ideas, providing assistance and referrals, and patient about results. They also accept that business development is part of professional responsibility, not an optional extra to be addressed only when work slows down.

Staying Visible

Modern rainmakers understand that visibility is about credibility, not constant promotion. Writing articles, sharing insights on LinkedIn, participating in panels, or engaging in industry discussions helps lawyers stay top-of-mind without overtly asking for business.

“People don’t need estate planning every day, but when they do, I want to be the name they remember,” observes Eido Walny of Walny Legal Group.

Being Selective

Rather than trying everything at once, successful rainmakers choose one or two business development channels and commit to them. Small, consistent actions taken early compound over time and reduce the pressure to chase work later in one’s career.

“You have to be thoughtful about where you invest your time. There are only so many hours in a day, and you cannot be everything to everybody,” advises Christina Martini of McDermott Will & Schulte.

Her perspective reflects a strategic approach to choosing activities that align with long-term goals and realistic capacity.

Keeping It Simple and Consistent

When matters pile up, rainmaking is often the first thing to go. Successful rainmakers avoid this trap by creating simple, repeatable systems. Blocking small amounts of time each week, maintaining basic contact lists, and setting modest goals make business development sustainable. Long-term growth depends on process and habit, not bursts of last-minute effort.

Jennifer Gillman of Gillman Strategic Group stresses the importance of focus here: “Doing one small thing consistently every week builds momentum. Trying to do everything at once usually leads to burnout.”

Rainmaking in Different Firm Environments

Rainmaking does not look the same in every firm. Firm size, structure, compensation systems, and culture all influence how business development should be approached. Understanding those differences allows lawyers to focus their efforts where they will actually pay off.

At smaller and boutique firms, rainmaking is often more direct and more personal. Lawyers are typically closer to their clients and more visibly responsible for generating work. There are fewer layers between the lawyer and the business outcome, which means feedback is immediate. If something works, the lawyer sees it quickly. If it does not, that becomes clear just as fast. In this environment, rainmaking tends to be highly relationship-driven, with lawyers relying heavily on referrals, community involvement, and personal credibility. The upside is autonomy. The downside is that there is very little margin for passivity.

Larger firms present a different set of dynamics. Business development is often more institutional, and clients may be tied to teams rather than individuals. Lawyers in these environments may contribute to rainmaking by strengthening existing client relationships, cross-selling services across practice groups, or becoming known internally as someone who helps expand client engagements. Origination credit, internal politics, and compensation structures all play a role in how rainmaking is perceived and rewarded.

This does not mean lawyers at large firms can afford to ignore rainmaking. Quite the opposite. Lawyers who understand how to build internal champions and align their efforts with firm priorities often gain visibility and influence, even if they are not the sole originator of a client relationship. In many cases, effective rainmaking at a large firm starts internally before it ever reaches the market.

Mid-sized firms often fall somewhere in between. Lawyers may be expected to originate work while also contributing to institutional growth. These environments reward adaptability. Lawyers who can develop personal client relationships while also collaborating across the firm tend to thrive.

Regardless of firm size, the underlying principles remain the same. Clients respond to trust, consistency, and clear communication. Lawyers who tailor their rainmaking strategies to their environment are far more likely to see sustainable results.

The Long-Term Payoff of Rainmaking

Beyond revenue, rainmaking offers long-term professional benefits. Lawyers who originate work tend to have greater autonomy, stronger negotiating positions within firms, and more resilience during market downturns. They are also better positioned to make lateral moves or build independent practices if they choose. Over time, rainmaking contributes to career satisfaction by aligning effort with reward: lawyers spend more time working with clients they enjoy and less time reacting to assignments that do not fit their interests or strengths.

To learn more about this topic, view Tips from Americas Top Rainmakers. The quoted remarks referenced in this article were made either during this webinar or shortly thereafter during post-webinar interviews with the panelists. Readers may also be interested in reading other articles about professional development.

This article was originally published here.

©2025. DailyDAC^TM, LLC d/b/a/ Financial Poise^TM. This article is subject to the disclaimers found here.