blog: behind the scenes.
Leadership Can Come From Anywhere. A CFO Perspective
Leadership is often associated with titles:
Managing partner.
Practice group leader.
Chief executive officer.
Chief financial officer.
These roles carry significant responsibility, and the individuals who hold them are often viewed as the primary drivers of an organization’s culture and direction.
But leadership does not begin with a title.
In many organizations, the most meaningful leadership moments come from individuals who do not occupy the most senior positions. They come from people who bring perspective, empathy, creativity, and resilience to their work.
In the legal profession, where hierarchy can be deeply embedded in firm structures, recognizing that leadership can come from anywhere is an important shift in thinking.
At stage, we see this idea come up frequently in conversations with lawyers and legal professionals. The strongest teams are rarely built around a single voice at the top. They emerge when individuals throughout an organization feel empowered to contribute ideas, support one another, and lead in their own ways.
Leadership Is Not Always a Straight Path
When people look at successful careers, especially those that culminate in senior leadership roles, the story can appear deceptively simple.
From the outside, it may look like a clean progression from one position to the next. Analyst to manager. Manager to director. Director to executive.
But the reality behind many careers tells a different story.
Professional growth often involves unexpected turns, setbacks, and moments of uncertainty. Some leaders begin their careers in completely different industries. Others return to education later in life or discover their professional strengths through trial and experience rather than a predetermined plan.
Nonlinear career paths are far more common than most people realize.
Understanding this reality is important for the next generation of leaders in the legal industry. Career development is rarely about following a rigid blueprint. It is about continuing to learn, adapting to new opportunities, and remaining open to growth over time.
Authenticity as a Leadership Strength
Another misconception about leadership is that it requires fitting a specific mold.
Many professionals assume leaders must present themselves in a particular way. Highly polished. Always confident. Always certain.
In reality, some of the most effective leaders are those who embrace authenticity.
Authenticity allows leaders to connect with others in a meaningful way. When professionals are open about their experiences, challenges, and growth, they create space for others to do the same.
This dynamic builds trust within teams.
For lawyers and legal professionals, authenticity can be especially powerful. The profession often emphasizes precision, expertise, and control. While those qualities are essential, they can sometimes create environments where people feel pressure to hide uncertainty or vulnerability.
Leadership that embraces authenticity encourages a more human and collaborative workplace.
Focusing on People, Not Just Work
In many professional environments, productivity becomes the primary measure of success.
Meetings focus on deliverables.
Conversations center on deadlines.
Performance is evaluated based on output.
While results matter, leadership that focuses only on work can overlook something essential.
The people doing the work.
Teams perform best when individuals feel seen and valued. Leaders who make time to understand what is happening in their colleagues’ lives create stronger, more resilient organizations.
This does not require grand gestures. Often, it begins with simple actions:
Taking a moment at the start of a meeting to ask how people are doing.
Encouraging open conversations about challenges.
Recognizing the contributions of individuals across the organization.
These moments may seem small, but they signal something important. They remind people that they are more than their productivity.
In the legal profession, where workloads can be intense and expectations high, these human connections can have a meaningful impact on morale and performance.
Boundaries and Wellbeing in Leadership
Another theme that often emerges in discussions about leadership is wellbeing.
Many professionals learn early in their careers that success requires long hours and constant availability. Over time, these expectations can become deeply ingrained.
Yet sustainable leadership requires something different.
Leaders who maintain healthy boundaries often create better environments for the people around them. When professionals demonstrate that rest, reflection, and personal time matter, they model a more sustainable approach to work.
This does not mean lowering standards or reducing ambition.
Instead, it recognizes that people perform best when they have the energy and clarity to engage fully with their work.
In legal organizations, this shift in perspective can be transformative. Lawyers and staff who feel supported in maintaining balance are more likely to remain engaged, productive, and committed to their teams.
Leadership at Every Level
One of the most important insights about leadership is that it does not require formal authority.
Leadership often emerges through ideas, actions, and perspective.
A junior professional who proposes a creative solution to a problem is demonstrating leadership. A colleague who brings calm and clarity to a difficult conversation is demonstrating leadership. A team member who encourages collaboration across departments is demonstrating leadership.
These contributions shape the culture of an organization just as much as decisions made at the executive level.
When organizations recognize leadership at every level, they unlock a broader range of ideas and talent.
This is particularly important in the legal industry, where complex challenges require diverse perspectives.
The Power of Perspective
Many leaders reach their roles not because they followed a perfect path, but because they learned to connect their experiences into a larger perspective.
Challenges become lessons.
Setbacks become opportunities for growth.
Unexpected experiences shape how leaders approach problems.
This perspective allows leaders to guide others with empathy and clarity.
It also reinforces the idea that leadership is not about perfection. It is about continuous development and the willingness to learn from both successes and mistakes.
When professionals understand this, leadership becomes more accessible.
Instead of feeling reserved for a select few, it becomes something that anyone can develop over time.
Continue the Conversation
Leadership in the legal profession is evolving. Organizations are recognizing that effective leadership is not defined solely by hierarchy or titles. It grows from authenticity, empathy, and the ability to bring people together.
To explore these ideas further, listen to the episode “Leadership Can Come From Anywhere (with Baker McKenzie CFO, William Washington III)” on So Much To Say: A Legal Podcast For People.
In the episode, Megan Senese and Jennifer Ramsey speak with William Washington III, the Global CFO of Baker McKenzie, about his journey to leadership and the lessons he has learned along the way.
Washington oversees more than $3 billion in revenue across more than 75 offices worldwide and leads thousands of professionals across the firm. His path to the C-suite was anything but traditional, shaped by resilience, authenticity, and a deep commitment to people-centered leadership.
The conversation explores how leaders can support their teams, why authenticity matters in professional environments, and how anyone in an organization can contribute to stronger leadership.
A Second Ending in Legal
Legal careers are often described as linear.
Graduate from law school.
Join a firm
Develop expertise.
Build a book of business.
Advance through the ranks.
For many lawyers, this path provides structure and stability. But real careers rarely unfold in perfectly straight lines.
Along the way, lawyers discover new interests, revisit old passions, and rethink what success actually looks like.
The challenge is that the legal profession does not always leave much space for those explorations.
Yet some of the most inspiring professional stories come from lawyers who find ways to integrate multiple parts of their identity. They build careers that reflect both their professional expertise and the passions that motivate them outside of work.
At stage, these conversations come up frequently. Lawyers are increasingly interested in building careers that feel both successful and personally meaningful.
Sometimes that means rediscovering something that was always there.
The Idea of a “Second Ending”
Many people think of their career as a single narrative. Once they choose a profession, that story becomes fixed.
But life rarely works that way.
The idea of a “second ending” suggests something different. It recognizes that careers can evolve and expand over time. People can reconnect with interests that once felt out of reach or rediscover passions that had been set aside.
For lawyers, this can be especially powerful.
Legal careers demand significant focus and commitment. In the early years of practice, many lawyers put other pursuits on hold as they establish themselves professionally.
Over time, however, some begin to explore how those interests might fit back into their lives.
Rather than competing with a legal career, these passions can actually enrich it.
Creativity and Professional Life
Creativity is not always a word people associate with the legal profession.
Yet the practice of law requires creativity every day.
Lawyers analyze complex problems, develop strategic solutions, and craft persuasive arguments. These tasks rely on the same kinds of thinking that drive creativity in other fields.
When lawyers engage with creative pursuits outside of their work, they often strengthen those same cognitive skills.
Music, writing, visual arts, and other creative disciplines require focus, interpretation, and emotional awareness. These experiences can deepen a lawyer’s ability to think critically and communicate effectively.
In many ways, creativity and legal work are more connected than they might initially appear.
Passion Does Not Have to Compete With Profession
One misconception professionals sometimes hold is that pursuing personal passions requires stepping away from their primary career.
In reality, many professionals find ways to integrate those passions alongside their work.
This integration can take many forms:
Participating in artistic communities.
Continuing education in a personal area of interest.
Creating opportunities to collaborate with others outside the legal profession.
These activities often provide something valuable that legal work alone cannot always offer.
They create space for reflection, inspiration, and renewed energy.
For lawyers navigating demanding careers, these experiences can be an important source of balance.
The Role of Lifelong Learning
Another theme that frequently emerges in conversations about career development is the importance of continued learning.
Lawyers are accustomed to learning within their professional fields. Changes in regulations, evolving case law, and new industries require constant adaptation.
But learning does not need to be limited to professional requirements.
Exploring new disciplines can open unexpected doors. It can introduce lawyers to new communities and perspectives that influence how they approach their work.
Learning a new skill, studying a creative discipline, or engaging with unfamiliar ideas often strengthens the intellectual curiosity that drives professional growth.
In that sense, lifelong learning is not separate from a legal career. It supports it.
Identity Beyond the Title
One of the most powerful realizations many professionals experience is that their identity extends beyond their job title.
Being a lawyer is an important part of someone’s professional life, but it does not have to define every aspect of who they are.
Maintaining connections to other interests can create a more balanced and resilient sense of identity.
When professional challenges arise, these additional perspectives provide grounding. They remind lawyers that their value and creativity extend beyond any single role.
This broader identity can also influence how lawyers interact with colleagues and clients.
Professionals who bring diverse experiences into their work often connect with others in more meaningful ways.
The Human Side of the Legal Profession
At its core, the legal profession is built on human relationships.
Clients seek lawyers who can understand their challenges, communicate clearly, and guide them through complex decisions. These qualities depend not only on technical skill but also on empathy, curiosity, and perspective.
Experiences outside of the traditional legal environment often strengthen these qualities.
Creative pursuits encourage patience and discipline. Collaborative artistic environments foster listening and communication. Personal passions provide opportunities to engage with different communities and viewpoints.
All of these experiences ultimately shape how lawyers approach their work.
They help lawyers show up as more thoughtful advisors and more engaged colleagues.
Careers Can Evolve
Perhaps the most important lesson for lawyers is that careers do not have to remain static.
Professional growth is not only about promotions or expanding client relationships. It can also involve discovering new ways to integrate personal interests with professional responsibilities.
For some lawyers, that may mean mentoring others who are navigating similar questions about identity and career direction.
For others, it may involve finding creative outlets that provide balance and inspiration.
These choices do not detract from professional success. In many cases, they strengthen it.
A career that reflects multiple dimensions of a person’s interests and values is often more sustainable over time.
Continue the Conversation
Lawyers are often encouraged to focus intensely on professional achievement. But meaningful careers frequently involve more than a single professional path.
Exploring creative interests, continuing to learn, and reconnecting with personal passions can bring new energy and perspective to legal work.
To explore these ideas further, listen to the episode “Hitting the Right Note in Legal (with Ian Carleton Schaefer)” on So Much To Say: A Legal Podcast For People.
In the episode, Megan Senese and Jennifer Ramsey speak with Ian Carleton Schaefer, a partner at Sheppard Mullin who also serves as conductor of the Second Ending Ensemble.
Schaefer shares the story behind his idea of a “second ending,” a philosophy that helped him reconnect with a lifelong passion for music while maintaining a high level legal career. The conversation explores how creativity, curiosity, and personal passions can shape professional identity and career satisfaction.
Why Unlearning Silence Matters More Than Ever
In the legal profession, communication is everything.
Lawyers spend their careers advocating, negotiating, advising, and solving complex problems through conversation. The ability to articulate ideas clearly and confidently is often seen as a core professional skill.
Yet many lawyers still experience moments where speaking up feels difficult.
They may hesitate in meetings, hold back an idea, or choose not to challenge a perspective even when something feels off. Sometimes this silence is strategic. Other times it comes from deeper patterns that shape how professionals interact within organizations.
Understanding those patterns is increasingly important for lawyers navigating complex professional environments.
At stage, conversations about communication often extend beyond tactics. They involve examining the habits and assumptions that influence how people show up in professional settings. One of the most powerful ideas emerging in these discussions is the concept of “unlearning silence.”
The Hidden Influence of Silence
Silence in professional environments is rarely accidental.
Many people learn early in their careers that speaking up can carry risks. Challenging authority, offering a different perspective, or raising concerns may not always be welcomed.
Over time, professionals adapt.
They observe what behavior is rewarded. They learn which voices tend to dominate conversations and which perspectives are overlooked. Gradually, silence can become a default response even when someone has something valuable to contribute.
This pattern is not unique to the legal profession. It appears in organizations across industries.
As communication expert and author Elaine Lin Hering explains in her work on the topic, many professionals have learned silence through subtle signals about when and how their voices are welcomed in a room.
Understanding those patterns is the first step toward changing them.
Speaking Up Is Not Always Simple
Advice about communication often focuses on confidence.
Speak up.
Share your ideas.
Advocate for your perspective.
While these suggestions are well intentioned, they can overlook the structural and cultural dynamics that shape workplace conversations.
In many environments, people weigh the potential consequences of speaking before they contribute. They consider how their comment will be received, whether it will affect professional relationships, and whether the timing is appropriate.
For lawyers operating within hierarchical organizations, these calculations can be especially complex.
Unlearning silence does not mean speaking constantly or challenging every decision. It means becoming more aware of the patterns that influence when and why we choose silence.
That awareness creates space for more intentional communication.
Silence and Professional Growth
Communication habits influence more than individual conversations. They also shape long term professional development.
When lawyers consistently withhold ideas, questions, or concerns, they may unintentionally limit their visibility and influence within their organizations.
Over time, this can affect opportunities for leadership, collaboration, and professional advancement.
Conversely, lawyers who contribute thoughtfully in discussions often build reputations as engaged and insightful colleagues.
The goal is not to dominate conversations. It is to participate meaningfully in them.
Learning when and how to share perspectives is an important part of building a sustainable and impactful legal career.
Creating Environments Where Voices Are Heard
While individuals can work on their own communication habits, organizational culture plays a significant role in shaping how conversations unfold.
Leaders influence whether people feel comfortable sharing ideas.
Simple shifts in how discussions are structured can make a meaningful difference.
Asking open questions that invite multiple perspectives.
Encouraging disagreement and constructive debate.
Recognizing contributions from different voices in the room.
When leaders actively create space for diverse viewpoints, they strengthen collaboration and decision making.
Research and leadership experts have repeatedly emphasized that organizations benefit when people feel comfortable sharing perspectives that challenge the status quo.
For law firms and legal teams, fostering this kind of environment can lead to better analysis, stronger strategy, and more creative problem solving.
The Role of Curiosity in Communication
Curiosity is one of the most valuable skills lawyers can bring to professional conversations.
Instead of focusing solely on presenting an argument, lawyers can also focus on asking thoughtful questions.
What perspective might we be missing?
What risks should we consider more closely?
What assumptions are shaping this decision?
These types of questions invite broader participation and encourage deeper analysis.
They also demonstrate intellectual humility, which can strengthen professional relationships.
When lawyers approach conversations with curiosity, they create space for insights that might otherwise remain unspoken.
Reframing Silence
It is important to acknowledge that silence is not always negative.
There are moments when silence can be strategic.
Pausing before responding can create clarity. Choosing not to engage in a particular moment may preserve focus or maintain professional relationships.
The goal of unlearning silence is not to eliminate silence entirely. Instead, it is about recognizing when silence is a deliberate choice and when it is a habit that may no longer serve us.
By becoming more aware of these patterns, lawyers can make more intentional decisions about how they show up in conversations.
Communication and Leadership
As lawyers advance in their careers, communication becomes even more central to leadership.
Senior lawyers influence not only legal outcomes but also the professional culture around them.
The way leaders ask questions, invite feedback, and respond to disagreement shapes how others participate in conversations.
When leaders demonstrate openness to different perspectives, they signal that thoughtful dialogue is valued.
This kind of environment encourages emerging lawyers to contribute ideas, ask questions, and develop their own professional voices.
Over time, these habits strengthen both individual careers and the organizations lawyers work within.
Continue the Conversation
Communication is one of the most powerful tools lawyers have. But effective communication requires more than technical skill. It also involves understanding the habits, assumptions, and environments that shape how people participate in conversations.
Exploring these ideas can help lawyers build stronger relationships, more inclusive teams, and more thoughtful professional cultures.
To explore this topic further, listen to the episode “Why Unlearning Silence Matters More Than Ever (with USA Today Bestselling Author, Elaine Lin Hering)” on So Much To Say: A Legal Podcast For People.
In the episode, Megan Senese and Jennifer Ramsey speak with Elaine Lin Hering about how silence develops in professional environments and how individuals and leaders can begin to change those patterns.
Hering, author of the bestselling book Unlearning Silence, explores how many professionals learn to silence themselves and how recognizing those patterns can help people communicate more intentionally and effectively.
Why Sustainable Careers Matter for Lawyers
The legal profession has long been known for its intensity.
Long hours, demanding clients, high stakes matters, and constant pressure to perform are often seen as part of the job. For many lawyers, the expectation is simple. Work hard, deliver excellent results, and keep moving forward.
But over time, more lawyers are beginning to ask a different question.
What does it actually mean to build a sustainable legal career?
Conversations about wellbeing are becoming increasingly important across the profession. Law firms, clients, and lawyers themselves are recognizing that long term success cannot exist without some level of balance, perspective, and support.
At stage, these conversations come up frequently. The lawyers we work with are often deeply committed to their work, but they are also searching for ways to build careers that are not defined solely by constant pressure.
Wellbeing is not just a personal issue. It is a professional one.
The Reality of High Pressure Legal Work
There is no question that legal work involves significant responsibility.
Clients rely on their lawyers to navigate complex issues, manage risk, and guide them through moments that often carry serious consequences. That responsibility can create a culture where intensity becomes normalized.
Many lawyers enter the profession expecting long hours and demanding workloads. What they often do not anticipate is how difficult it can be to maintain boundaries once those expectations become routine.
When work consistently expands into evenings, weekends, and personal time, it can become difficult to step back and reflect on long term priorities.
This is why conversations about wellbeing are gaining momentum throughout the legal industry.
Rethinking What Success Looks Like
For many lawyers, success has traditionally been defined by a narrow set of metrics.
Billable hours.
Promotions.
Prestige.
Client wins.
While these milestones are important, they do not always capture the full picture of a meaningful career.
Lawyers are increasingly recognizing that professional fulfillment also includes factors like autonomy, intellectual engagement, supportive colleagues, and the ability to maintain relationships outside of work.
When these elements are missing, even highly accomplished careers can begin to feel unsustainable.
Rethinking success does not mean abandoning ambition. It means expanding the definition of what a successful legal career can look like.
The Role of Culture in Lawyer Wellbeing
Individual habits certainly play a role in wellbeing, but culture matters just as much.
Law firms operate within complex professional environments where expectations are shaped by leadership, peers, and institutional norms.
If a culture rewards constant availability, lawyers may feel pressure to remain connected at all times. If a culture values collaboration and open communication, lawyers may feel more comfortable setting boundaries and asking for support.
Creating healthier professional environments requires thoughtful leadership and honest conversations about how work is structured.
It also requires acknowledging that wellbeing is not a distraction from professional performance. In many cases, it strengthens it.
Lawyers who feel supported and balanced are often better equipped to serve clients effectively.
Sustainable Careers Support Strong Client Relationships
One reason wellbeing matters in legal practice is its connection to long term professional relationships.
Clients benefit from working with lawyers who are engaged, focused, and thoughtful in their advice. When lawyers are consistently overwhelmed or exhausted, it becomes more difficult to bring that level of attention to their work.
Sustainable careers allow lawyers to maintain clarity and perspective.
They also allow lawyers to remain present in the professional relationships that shape business development. Strong client relationships often develop over many years, and maintaining those relationships requires consistent engagement.
Wellbeing supports that long term connection.
Small Changes Can Make a Meaningful Difference
When conversations about wellbeing arise, lawyers sometimes assume they require dramatic career changes.
In many cases, the most meaningful improvements come from smaller shifts.
Creating clearer boundaries around personal time.
Taking intentional breaks between major matters.
Prioritizing conversations with colleagues and mentors.
These steps may seem simple, but they help create space for reflection and recovery.
Over time, small adjustments can significantly influence how sustainable a legal career feels.
The Importance of Open Conversations
Another critical element of wellbeing is the willingness to talk about it openly.
For many years, discussions about stress, burnout, and balance were often avoided in legal settings. Lawyers sometimes felt pressure to project constant resilience, even when they were struggling.
Today, more professionals are recognizing that open conversations can strengthen both individuals and organizations.
When lawyers share their experiences, they create opportunities to learn from one another. They also make it easier for others to acknowledge similar challenges.
These discussions are an important step toward building a profession that supports both excellence and sustainability.
The Human Side of the Legal Profession
At its core, the practice of law is deeply human.
Clients come to lawyers during moments of uncertainty, conflict, and change. Navigating these situations requires not only technical skill but also empathy, patience, and perspective.
Those qualities are difficult to sustain when lawyers feel constantly overwhelmed.
Wellbeing allows lawyers to maintain the clarity and emotional capacity necessary for this work.
It also reminds the profession that lawyers themselves are people with lives, relationships, and responsibilities beyond their work.
Recognizing that humanity is an important part of building a healthier legal profession.
Continue the Conversation
Conversations about wellbeing are becoming increasingly important across the legal industry. Lawyers, law firms, and clients are all recognizing that sustainable careers ultimately support stronger professional relationships and better outcomes.
To explore this topic further, listen to the episode “Wellbeing and The Law (with Big Law Partner, Emily Logan Stedman)” on So Much To Say: A Legal Podcast For People.
In the episode, Megan Senese and Jennifer Ramsey speak with Emily Logan Stedman about how lawyers can think more intentionally about wellbeing, career sustainability, and the realities of practicing law at a high level.
The conversation explores how thoughtful leadership, open dialogue, and personal reflection can help lawyers build careers that are both successful and sustainable.
Tips Every Lawyer Needs to Know
For many lawyers, business development carries a certain weight.
It can feel like pressure to constantly network, promote yourself, and search for new opportunities while still managing a full practice. Between client demands, billable hours, and internal firm responsibilities, business development often becomes one more item on an already long list.
But the reality is much simpler.
The most effective business development strategies are not about constant promotion or aggressive outreach. They are about relationships.
At stage, this idea is at the center of many conversations with lawyers who are trying to grow their practices in a sustainable way. Business development becomes far more manageable when lawyers begin to see it not as selling, but as relationship development.
Once that shift happens, the work starts to feel very different.
Rethinking What Business Development Means
One of the biggest misconceptions in the legal industry is that business development requires a specific personality type.
Lawyers sometimes believe they must be outgoing, highly visible, or constantly networking to build a strong book of business.
In reality, many successful lawyers build thriving practices in quieter ways.
They focus on developing trust.
Clients choose lawyers they trust to guide them through complex decisions and high stakes situations. That trust does not appear overnight. It develops through repeated interactions, thoughtful conversations, and consistent follow through.
When lawyers focus on building genuine relationships, business development becomes less about performance and more about connection.
The Relationships Lawyers Already Have
Another common mistake lawyers make is assuming that business development requires constantly expanding their network.
In practice, many of the most valuable opportunities come from relationships that already exist.
Former colleagues
Law school classmates
Past clients
Industry contacts
Professional peers
These relationships often represent a strong foundation for future opportunities. The challenge is that many lawyers simply do not have a system for maintaining them.
A short message checking in with a former colleague.
Sharing an article relevant to someone’s industry.
Scheduling a coffee meeting after several months.
These small actions help keep relationships active. Over time, they create the kind of trust that naturally leads to referrals and introductions.
Consistency Matters More Than Visibility
Lawyers sometimes feel pressure to pursue highly visible marketing activities.
Speaking engagements.
Thought leadership articles.
Social media content.
These tools can certainly play a role in building credibility. But they are most effective when they support an existing network of relationships.
A LinkedIn post does not replace a conversation.
A conference presentation does not replace a follow up.
Business development is rarely about one large moment of visibility. It is about consistent engagement over time.
The lawyers who build strong professional networks are often the ones who stay in touch with people regularly and authentically.
Curiosity Is a Powerful Skill
One of the most effective business development skills lawyers can develop is curiosity.
Legal training often emphasizes providing answers and solutions. But the early stages of relationship development often benefit from a different approach.
Asking thoughtful questions.
What challenges is a client facing in their industry?
How are market conditions affecting their business?
What pressures are shaping their decisions?
When lawyers approach conversations with curiosity, they gain a deeper understanding of the environments their clients operate within. That insight allows them to provide better advice and build stronger relationships.
Over time, those relationships become the foundation of a lawyer’s professional network.
Marketing Should Support Relationships
Marketing can play an important role in business development, but its purpose is often misunderstood.
Many lawyers treat marketing as a separate activity that sits outside their everyday work. They write articles or attend events because they feel they should.
Marketing is far more effective when it reinforces the relationships lawyers are already building.
Content can demonstrate expertise in the industries you care about. Speaking opportunities can position you within professional communities. Online visibility can help maintain credibility.
But these efforts work best when they are connected to real conversations and real relationships.
Building Confidence Through Action
Another barrier lawyers experience with business development is confidence.
Reaching out to someone you have not spoken to in a while can feel uncomfortable. Following up after an event can feel uncertain.
Confidence rarely appears before action. It develops through experience.
Each conversation, introduction, and follow up helps lawyers become more comfortable engaging their networks. Over time, business development stops feeling like a performance and becomes a natural part of professional life.
This is one of the reasons stage focuses on helping lawyers create practical systems for relationship building.
The goal is not to turn lawyers into marketers.
The goal is to help them approach relationships with intention.
The Human Side of Legal Work
At its core, legal work is about people.
Clients come to lawyers with complex problems, high stakes decisions, and moments of uncertainty. Technical skill is essential, but so are empathy, understanding, and trust.
Business development reflects the same dynamic.
When lawyers approach relationships with authenticity and curiosity, they build stronger connections. Those connections often lead to opportunities that feel organic rather than forced.
This human element is central to the conversations happening at stage.
Through the podcast So Much To Say: A Legal Podcast For People, Megan Senese and Jennifer Ramsey explore how lawyers can build careers that are both successful and sustainable.
Continue the Conversation
Business development does not need to feel overwhelming. When lawyers approach it through the lens of relationships, curiosity, and consistency, the process becomes far more manageable.
Small actions lead to stronger networks.
Stronger networks lead to meaningful opportunities.
To explore this idea further, listen to the episode “Business Development is Relationship Development: Tips Every Lawyer Needs to Know” on So Much To Say: A Legal Podcast For People.
In the episode, Megan Senese and Jennifer Ramsey discuss how shifting your perspective on business development can change the way lawyers approach networking, professional relationships, and long term career growth.
Business Development Is a Practice, Not a Pitch
If you ask most lawyers how they feel about business development, the responses are often mixed. Some feel hesitant. Others feel uncomfortable. Many feel pressure to constantly market themselves while managing a demanding practice.
For many attorneys, the phrase “business development” brings to mind forced networking events, awkward follow ups, or the sense that they are expected to sell themselves in ways that feel unnatural.
But business development does not have to feel that way.
At stage, we spend a lot of time helping lawyers rethink what business development actually means. The most effective strategies are not built around selling. They are built around relationships.
Once lawyers begin to approach business development through that lens, the process becomes more natural and far more sustainable.
The Misconception About Legal Business Development
Many lawyers assume business development requires them to become someone they are not.
Be louder.
Be more visible.
Be constantly promoting yourself.
In reality, the most successful lawyers rarely follow that script.
Instead, they focus on something much simpler. They build trust.
Legal services are fundamentally relationship driven. Clients hire lawyers they trust to solve complex problems, guide them through difficult situations, and protect what matters most to them. That trust rarely develops through a single marketing effort. It develops through consistent, authentic connections over time.
This is why the strongest books of business are built through relationships rather than transactions.
On the podcast So Much To Say: A Legal Podcast For People, hosts Megan Senese and Jennifer Ramsey often discuss this idea. Business development is really relationship development. The lawyers who build lasting practices are the ones who invest in people first.
Why Marketing Alone Is Not Enough
Law firms invest significant resources in marketing. Websites, social media, rankings, speaking engagements, and industry recognition are all common tools.
These efforts can absolutely be valuable.
But they do not work in isolation.
A polished website does not create relationships by itself. A LinkedIn post rarely leads to work without an underlying connection. Even speaking engagements only matter if they lead to meaningful conversations afterward.
Marketing creates visibility. Business development turns that visibility into opportunity.
The challenge is that many lawyers are expected to manage both without clear guidance on how they work together. That is where strategy becomes essential.
The Real Challenge Is Structure
One of the biggest barriers to business development is not motivation. Most lawyers understand that relationships matter.
The real challenge is structure.
Lawyers are trained to focus on immediate client needs and billable work. Business development works on a longer timeline, and the return is rarely immediate. Without a system in place, these efforts are often pushed aside.
This pattern is common.
A lawyer attends a conference and meets several interesting people. They intend to follow up. Then client work takes over. Weeks pass and the follow up never happens.
Opportunities are lost not because of lack of interest but because there was no process in place to maintain the relationship.
That is why effective business development must be intentional.
At stage, the approach is grounded in a simple principle. Strategy only works when it is paired with consistent execution. Lawyers benefit from identifying the industries, clients, and networks that matter most. Once those priorities are clear, the next step is developing practical ways to stay connected over time.
Relationship Development in Practice
Relationship driven business development rarely requires dramatic gestures or elaborate marketing plans. It is built through small, thoughtful actions that compound over time.
Here are a few examples.
Staying Connected to Your Network
Many lawyers underestimate the value of their existing professional network.
Former colleagues, law school classmates, prior clients, and industry contacts can all play an important role in future opportunities. Business development often begins by reconnecting rather than constantly seeking entirely new contacts.
A short message checking in:
Sharing an article that relates to someone’s industry.
Scheduling a coffee meeting after several months or even years.
These simple actions help maintain relationships and remind people of your perspective and expertise.
Becoming Known for Your Perspective
Lawyers often describe their practices in very broad terms. They may say they handle commercial litigation or corporate transactions.
But the lawyers who stand out in the market develop a recognizable perspective around the work they do and the industries they serve.
This does not require dramatically narrowing a practice. It means consistently participating in conversations related to the issues that matter to your clients.
Content can support this effort when it reflects genuine insight. Articles, commentary, or podcast discussions can show how a lawyer approaches complex problems and how they think through legal strategy.
The goal is not to produce content for the sake of visibility. The goal is to share perspective.
Listening Before Offering Solutions
Listening is one of the most valuable skills in business development.
Clients rarely need an immediate pitch. They benefit more from conversations where a lawyer asks thoughtful questions and takes time to understand their business and challenges.
When lawyers approach discussions with curiosity, the dynamic changes. The interaction becomes collaborative rather than transactional.
That dynamic strengthens relationships and often leads to more meaningful work.
The Human Side of Legal Marketing
One reason stage was created was to bring a more human perspective to legal marketing and business development.
In many law firms, business development still feels rigid and impersonal. Yet the profession itself is deeply human. Clients face complicated situations that often involve stress, uncertainty, and significant stakes.
The best lawyers combine technical expertise with empathy, curiosity, and reliability. Business development should reflect those same qualities.
Through strategy, coaching, and execution support, stage helps lawyers integrate relationship building into their professional routines. The goal is not to turn lawyers into marketers.
The goal is to help them become confident relationship builders.
Thinking Long Term
Business development rarely produces instant results. Relationships develop gradually, and trust builds through repeated interactions.
Lawyers who consistently invest in their professional networks often see opportunities emerge in unexpected ways.
A former colleague refers a client years later.
An industry contact remembers a helpful conversation.
A client recommends a lawyer to a peer.
These moments rarely happen overnight. They grow out of sustained attention to relationships.
When lawyers begin to view business development as a long term professional practice, the pressure surrounding it often decreases. The focus shifts from immediate results to consistent engagement.
Continue the Conversation
Business development does not require lawyers to become aggressive marketers. It requires them to become thoughtful relationship builders who approach their networks with curiosity, empathy, and consistency.
When lawyers focus on people first, opportunities often follow. Conversations become more meaningful. Professional networks grow stronger. Business development becomes a natural extension of the work lawyers already do.
At stage, these ideas are part of an ongoing conversation about how lawyers can build practices that are both successful and sustainable.
To explore this topic further, listen to the latest episode of So Much To Say: A Legal Podcast For People featuring Aneka Jiwaji.
Listen to: The Power of Warmth in Law: The Hidden Skill Every Lawyer Needs (with Aneka Jiwaji).
In the episode, Megan Senese and Jennifer Ramsey talk with Aneka about why warmth, empathy, and authentic human connection are often overlooked yet powerful skills for lawyers. The conversation explores how these qualities shape client relationships, strengthen professional networks, and influence long term success in the legal profession.
If business development is about relationships, warmth may be one of the most valuable skills a lawyer can cultivate.
You can listen to the full episode: The Power of Warmth in Law: The Hidden Skill Every Lawyer Needs (with Aneka Jiwaji)
Why Lawyers Struggle with Imposter Syndrome
Listen Now:
What if imposter syndrome isn’t actually about confidence?
In this mini episode, Megan Senese explores the deeper roots of imposter syndrome, the belief that “I’m not good enough”, and how the comparison trap and internal narratives shape whether lawyers put themselves forward or stay on the sidelines. Recognizing your own value isn’t just personal work, it’s a professional strategy.
The lawyers who believe in their value are the ones who step forward, build relationships, and ultimately generate business.
Who this episode is for:
Lawyers and legal marketers navigating imposter syndrome
Lawyers and professionals comparing themselves to others’ credentials or success
People working to rebuild confidence in their voice or abilities
Lawyers ready to shift the narrative they tell themselves and step forward professionally
Episode takeaways:
How the belief “I’m not good enough” quietly fuels imposter syndrome
How the comparison trap (law schools, firms, titles, and status) drives self-doubt
Why even highly accomplished lawyers still struggle with imposter syndrome
How the stories you repeat to yourself shape your confidence and professional identity
One simple daily exercise to retrain your brain and start rebuilding self-confidence
How to start shifting the “not good enough” narrative:
Notice the story you’re telling yourself: Imposter syndrome often begins with internal dialogue
Challenge the comparison trap: Someone else’s credentials don’t define your worth
Recognize shared insecurity: Even the people you admire question themselves
Interrupt the negative loop: What you repeatedly tell yourself becomes belief
Write down one good thing about yourself each day: Small affirmations retrain your brain to think differently
Stay Connected: Email stage at info@stage.guide
Love So Much To Say? Let us know! Drop a review, give us 5 stars in your favorite podcast app, and tell us what made you laugh, think, or just go “yep, that’s me.” Every review helps us reach more awesome humans who want to make legal…well, human.
By Jennifer Ramsey and Megan SeneseWhat General Counsel Actually Want From Outside Counsel
There’s a lot of guessing in the legal industry about what general counsel want from outside counsel.
More client alerts.
More CLEs.
More follow-up emails.
More credentials.
But when we sat down with Jessica Nguyen — Deputy General Counsel of AI Innovation and Trust at DocuSign and head of Contract Nerds — the answer was much simpler. General counsel want trust. They want relevance. And they want you to actually be helpful. Not theoretically helpful. Actually helpful.
Trust is doing what you say you’ll do
Jessica said something during our conversation that stuck with us:
Trust is doing what you say you’ll do.
Not “trust us.” Not “we value relationships.” Trust is built when you listen to what someone needs and then deliver on it.
That sounds obvious, but it’s surprisingly rare. Especially right now, when so many conversations in legal are wrapped around AI. Clients are still asking whether AI tools are accurate, secure, and responsible with data. The firms and companies that stand out are the ones that are clear about what they’re doing — and then actually follow through.
Most law firm marketing still misses the mark
Jessica was also refreshingly candid about law firm marketing. The formula hasn’t changed much:
sponsor an event
host a CLE
present a slide deck
hope people remember you
Meanwhile, half the room is answering emails and the other half is there for the CLE credit. That doesn’t mean CLEs or client alerts don’t matter. They do. But they only work when the content is relevant and useful. The issue isn’t the format. The issue is whether the audience actually wants what you’re sharing.
The content people want is the content that works
Contract Nerds is proof of that. Jessica shared that their webinars regularly draw more than 1,700 registrants, and some topics reach over 2,000. Anyone who works in legal marketing knows those numbers are wild.
But it’s not magic. It’s community. The topics are based on what the audience actually wants to learn. For law firms, the takeaway is simple: Less “here’s what we want to say.” More “here’s what our audience actually needs.”
What impressed this General Counsel most about outside counsel
When we asked Jessica if a law firm had ever really impressed her, the answer had nothing to do with credentials or legal analysis.
It was about a partner who understood her business. When she was GC of a startup, one of her outside lawyers took the time to understand that growth mattered most. He didn’t just provide legal advice — he offered introductions to other general counsel who could help the company grow. That’s what stood out. Not a pitch. Not a deck. Just someone adding real value.
The best business development question
Jessica shared one question that outside counsel should ask more often: “What’s keeping you up at night right now, and how can I support you?” That question opens the door to a real conversation. You don’t have to know everything in advance. You just have to listen and be willing to help.
The takeaway
If you’re trying to stand out with general counsel, the answer isn’t more noise.
It’s better relationships.
Be curious.
Be relevant.
Be useful.
And most importantly — do what you say you’ll do.
That’s what builds trust. And that’s what clients remember.
Want more conversations like this on legal marketing, business development, client experience, and what actually moves the needle for lawyers? Reach out to stage at info@stage.guide
How Can Lawyers Build Strong Networks?
Business development often gets a bad reputation. It can stir up a mix of feelings, like pressure, discomfort, and even dread. The most effective business development has nothing to do with selling. It’s about nurturing real relationships. What does that mean? It means checking in with care, showing up consistently, and staying curious about the people in your network.
Reframing Business Development
The first step is a mindset shift. Once you stop thinking of business development as pitching or chasing clients, it becomes easier to think about being thoughtful.
Instead, focus on cultivating relationships. Strong, authentic relationships create trust, keep you top-of-mind, and lead to opportunities over time. The goal isn’t to check a box. It’s to build a network that is engaged, supportive, and genuinely helpful to each other.
Relationship Development Is Not One-Size-Fits-All
Everyone has different strengths, comfort zones, and preferences. Some people love hosting dinners. Some are great at connecting on LinkedIn. Others shine through thoughtful one-on-one gestures.
All of these approaches can work. You have to find the version that works for you and the season of life you are in.
Intentional Outreach
Each action should have a purpose:
Strengthen a connection
Spark a conversation
Provide value
Even if you only have a few minutes each day, you can make micro moves that add up and lead to macro results.
Examples include:
Checking in with a client or colleague via email or LinkedIn to show them you’re thinking of them.
Sharing a relevant article, podcast, or event that aligns with their interests. Drop a line or two that states why you are sharing it.
Introducing two people together who you think could benefit from knowing each other.
Asking a thoughtful question about their work, industry trends, or challenges they’re facing.
Acknowledging and celebrating their milestones, such as promotions, recent awards, or company wins.
Done consistently, these actions compound. In the professional services world, relationships are the currency, and micro moves are how you invest.
Micro Moves in Practice
To make intentional relationship development actionable, lay out a 30-day calendar of business development activities.
This approach encourages small, purposeful actions every day that help you build or strengthen relationships without overloading your schedule.
A sample 30-day cycle of business development might include:
Day 1: Send a quick note or text to someone you haven’t spoken to in a while
Day 5: Share an article or resource relevant to a client’s business
Day 10: Congratulate someone on a recent achievement or milestone
Day 20: Follow up on a prior conversation to see how things are progressing
Day 30: Share an insight, idea, or tip that could benefit someone in your network
The idea isn’t to follow this rigidly. The goal is to make intentional outreach a habit that fits your style and schedule.
Consistency and Thoughtfulness
A common misconception about relationship development is that it’s about volume: more contacts, more emails, more events. In reality, consistency and thoughtfulness matter far more.
Start Small, Think Big
You don’t need to overhaul your schedule or attend every networking event.
You don’t need a massive database of contacts or a perfect outreach script.
Start small by identifying a handful of key relationships.
Pick a few micro moves that feel comfortable and commit to doing them consistently, even if that’s only five minutes every day. Start small, act intentionally, and let the power of micro moves work for you. Focus on relationships first and the business will follow.
View Full Article: How Women in Professional Services Build Strong Networks