Why Legal Business Development Isn’t Rocket Science—But It Is a Learned Skill
Business development is one of the most misunderstood—and most avoided—skills in the legal profession. In Episode 77 of Crushing Chaos with Law Firm Mentor, Allison Williams welcomes back Steve Fretzin to unpack why growing a book of business doesn’t require sleazy sales tactics, extroverted personalities, or endless networking events. What it does require is structure, process, and the willingness to learn a skill most lawyers were never taught.
This episode centers around Steve’s latest book, Legal Business Development Isn’t Rocket Science: 250+ Easy and Actionable Ways to Grow Your Book of Business in Less Time and with Greater Results, which has already achieved international bestseller status. But the conversation goes far beyond the book—it dives into the real struggles lawyers face when trying to grow sustainably and enjoyably.
From Accidental Legal Coach to Industry Mainstay
Steve didn’t set out to work exclusively with lawyers. His entry into the legal industry came in 2008, almost by accident, after working with a single attorney in the real estate space. What started as one client quickly became many when Steve realized something surprising: lawyers desperately needed help with business development, but few had ever been taught how to do it.
Unlike traditional sales training, Steve’s approach focused on what he calls “sales-free selling”—a relationship-driven, consultative process that removes pitching, convincing, and pressure from the equation. Over time, he followed his own advice on specialization and committed fully to serving lawyers, ultimately shifting his practice to work only with ambitious individual attorneys and peer advisory groups.
Teaching What Law School Never Did
One of the recurring themes in this episode is how deeply unprepared lawyers are for business development—not because they lack intelligence or capability, but because they were never taught the skill.
Steve explains that business development is learned, just like legal analysis or advocacy. Yet most lawyers either assume they should “just know” how to bring in business or believe that discomfort means they’re bad at it. The result is avoidance, inefficiency, and frustration.
His book and coaching work are designed to fill that gap with tactical, usable guidance—clear language, specific questions to ask, and concrete actions lawyers can take immediately.
Why Structure Makes Business Development Less Stressful
A major insight from this conversation is that discomfort around business development often stems from lack of structure. When lawyers don’t know what to say, where to go, or how to follow up, every interaction feels risky and draining.
Steve works with both highly extroverted lawyers and deeply introverted ones, and the solution is the same for both: process. Extroverts need structure to channel their energy efficiently. Introverts need structure to feel safe enough to engage at all.
When lawyers have a system to follow, business development stops feeling like guesswork and starts feeling manageable—even repeatable.
The Table Full of Money Most Lawyers Ignore
One of the most striking metaphors Steve shares is the idea that many lawyers are walking around a table piled high with money—without ever picking it up.
That table is made up of satisfied clients, existing relationships, and people who already trust the lawyer’s work. Yet many attorneys are uncomfortable asking for introductions, referrals, or expansions of existing relationships because they lack the language and confidence to do so naturally.
This isn’t a motivation problem—it’s a skills problem. Once lawyers learn how to ask in a way that feels authentic and professional, they often discover they’ve been sitting on untapped opportunity the entire time.
Why “Pitch Meetings” Are the Wrong Mindset
Steve is unapologetically anti-pitch. He challenges the traditional idea of “pitch meetings” by reframing them as guided buying decisions.
Instead of convincing or selling, lawyers should be qualifying. Is the person a decision-maker? Are they serious? Do they have the ability to hire you? If the answer is no, continuing to chase them wastes time and energy.
Many lawyers burn out not because they lack business, but because they spend months—or years—pursuing the wrong opportunities. Learning how to qualify early is one of the fastest ways to reclaim time and reduce stress.
Why Business Development Can Actually Be Enjoyable
Perhaps the most refreshing part of this episode is Steve’s insistence that business development doesn’t have to be miserable.
When lawyers align business development with their personality, values, and strengths—and when they have a clear process—it can become interesting, engaging, and even fun. Not because it’s easy, but because it’s intentional.
Steve’s work attracts lawyers who are open, humble, and growth-oriented—the kind of professionals who are willing to learn, accept coaching, and build something better than what they were handed.
Watch or Listen to the Full Episode
If this episode sparked questions about your firm’s future, you’re not alone. Exit planning starts with clarity—and clarity starts with the right systems, strategy, and support.
Ready to crush the chaos in your firm and start thinking like a CEO? Book a discovery call with Law Firm Mentor and take the next step toward building a firm that works for you—not the other way around.