#Business Development

Everyone Needs a Little Jim Jarrell in Their Day!


Business Development

Jim Jarrell, a graduate of George Washington University’s acclaimed Law Firm Management Master’s degree program, is a senior legal marketing and management consultant based in New Jersey.  Jim helps clients develop and implement marketing and business development strategies through coaching and group training programs and works with clients to refine business processes and roll out management and leadership training for their firms.  He has enjoyed a career spanning more than two decades leading the strategic marketing and business development programs for professional services firms. Stints in leadership roles at two AmLaw 100 firms and management roles at a handful of smaller regional firms and boutiques have helped shape Jim’s national reputation as a leader in the field.

I asked Jim to tell me a little about his background and he said:

I help my clients by building structure and accountability into customized business development plans and through one-on-one or group dynamic coaching programs. I have developed and conducted formal training programs on a variety of topics that are often eligible for CLE credit, including business development planning, cross-selling strategies, personal branding, social media and delivering the perfect elevator pitch. I am also a certified “Yellow Belt” by the Legal Lean Institute for legal project management and process improvement.

I asked Jim What compelled him to offer his services and he said:

I’m a natural teacher. I spent 7 years as a high school teacher, 4 in a private school in Ohio and 3 in a public school in Florida – nothing prepares you for the myriad personalities and communications preferences of the world of lawyers quite like being a high school teacher.  I, quite literally, have seen it all and could write the book about it.  😊

How can lawyers benefit from your services most? What I counsel and train lawyers on is about how to incorporate business development into the normal course of their business – how to make it a disciplined effort, vs erratic or only when they think about it (which is usually when they don’t have work, which is often too late).

I asked Jim to name three things that people misunderstand about what he does and to set the record straight. Jim said:

1. “My business development plan executes/implements itself.” (write the plan, put it on the shelf and voila, new business comes)

2. “I’m a good lawyer and that’s the best kind of marketing for my practice.” – maybe 10 years ago, but not anymore.

3. The legal sales cycle can sometimes take years – success – like Rome – was not built in a day, and sometimes you have to stick it out.        

I asked, “What actionable advice or tips can you give lawyers”? He said:

Block out 15 minutes one day per week to spend time at least thinking about business development. Use the time to conduct personal outreach, follow-up, and nurture your existing relationships. Without the relationship, you face an uphill battle getting any new business.

Jim Jarrell

How can people connect with Jim?

EMAIL: jjarrell@jaffepr.com

LinkedIn: in/jamesjarrell/

Twitter: @jimjarrell

Peer Pod: Takin' It Easy with Mark Beese


Mark Beese

Leadership for Lawyers

Mark is President of Leadership for Lawyers, LLC, a consultancy focused on helping lawyers become better leaders and business developers. He provides training, coaching and consultation to firms in the areas of leadership development, business development and marketing with law firms across North America. His clients range from small, single office firms to global Amlaw 100 firms.

He provides training, coaching and consulting in the areas of leadership development, business development and innovation. He focused his work on helping firms adapt to the “new normal” by equipping firm and practice group managers with leadership skills, tools and direction. Often he works with managing partners, executive committee members, C-level executives and practice groups to improve their performance.

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Leadership for Lawyers

Mark is a former adjunct faculty at the Center for Creative Leadership, where he was primarily involved in the design and delivery of bespoke and open enrollment leadership development programs for professionals, including lawyers, accountants, consultants and executives. He focuses on issues of change leadership, team development, influence, cross-generation issues, collaboration, innovation and design thinking.

He is a Fellow of the College of Law Practice Management. In 2014 he was inducted into the Legal Marketing Association Hall of Fame, one of only 25 leaders to have received this honor.

He is the former Chair of the Lawyer Leadership Committee of the American Bar Association, Law Practice Management Division. He is also a professional member of the International Leadership Association, the National Speakers Association, the Legal Marketing Association and the College of Law Practice Management.

Mark has more than 25 years experience as a chief marketing officer for professional services firms. He has served as Chief Marketing Officer for Holland & Hart, a 450-attorney law firm based in Denver, Director of Marketing for the New York law firm of Hodgson Russ and Director of Marketing for Kideney Architects in Buffalo, NY.

Mark is also an adjunct faculty member at the University of Denver Sturm School of Law, where he teaches Strategic Marketing and Business Development. He is certified and trained to administer several assessments, including the Myers-Briggs Type Indicator (MBTI), DiSC, the Change Style Instrument (CSI), Influence Style Indicator (ISI) and the Leadership Practices Inventory (LPI) among many other assessments and coaching tools.

Mark has received numerous awards including “Marketing Director of the Year” from the Marketing Partner Forum, the “IQ Award” for innovation by the Boulder County Business Report, five “Your Honor Awards” from the Legal Marketing Association, the PR Legal News Award and the ABA Law Practice Management Magazine Edge Award.

Mark received his B.S. and M.B.A. (cum laude) from the University of Buffalo. He is a former international board member of the Legal Marketing Association and past president of the Rocky Mountain Legal Marketing Association. He is a past chair of the Marketing Committee of Terralex, an international association of law firms in 93 countries. He served as a faculty member of the Marketing Directors Institute and is a frequent speaker at the Marketing Partner Forum and Legal Marketing Association conferences. He has spoken to dozens of LMA and ALA Chapters throughout the United States. He is a frequent contributor to law practice management publications.

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Eagle Scouts

As an Eagle Scout, Mark volunteers in the realm of International Scouting, promoting peace, sustainability and collaboration among the world’s 40 million Scouts. He leads expeditions to give Scouts opportunities to build relationships with people who have different cultural, religious and life experiences than them

He is the former chair of the Leadership Denver Alumni Association, and a past board member of the Denver Metro Chamber Foundation. Denver Business Journal named Mark as one of Denver’s 40 under Forty leaders.

Mark Beese, President

Leadership for Lawyers


Leadership for Lawyers                                                    

28843 Cedar Circle                                                                        

Evergreen, CO 80439 USA

Phone: (303) 913-8830   

Email: mark@leadershipforlawyers.com

Website: www.leadershipforlawyers.com                             

LinkedIn: www.linkedin.com/in/markbeese

A Most Dynamic Guest, "Go-Giver Influencer" author, Bob Burg

Through his dynamic Endless Referrals system, Genuine Influence and Go-Giver principles, Bob Burg teaches business professionals how to leverage their network of everyday contacts into a never ending stream of new prospects.

In their bestselling business parable, The Go-Giver and then their follow-up, The Go-Giver Leader, Bob Burg and John David Mann challenged the conventional wisdom about success. Now they’re back with a new and equally compelling story about the power of genuine influence, in business and beyond.

The Go-Giver Influencer: A Little Story about a Most Persuasive Idea tackles the paradox of achieving what you want by focusing on the other person’s interests. No, not in a way that is self-sacrificial but rather in such a way that all parties benefit greatly. This results in both immediate and long-term success.

Bob Burg speaks all over the world on topics related to The Go-Giver, as well as what he calls, Genuine Influence. While his total book sales number well over a million copies, his and Mann’s original book has itself sold over 850,000 copies and has spurred an international movement. Their new book, however, The Go-Giver Influencer, might just be their most important book of all.

I thoroughly enjoyed this podcast with Bob. We talked about what is really influence is. Is persuasion some sort of clever manipulation or mind game you’re playing with others in order to get what you want? Bob, took me through some of the Five Secrets of Genuine Influence:

1. Mastering Your Emotions. 

2. Stepping into the Other Person’s Shoes. 

3. Setting the Frame. 

4. Communicating with Tact and Empathy.

5. Letting Go of Having to be Right.

Bob shares information on topics vital to the success of today’s businessperson. He speaks for corporations and associations internationally, including fortune 500 companies, franchises, and numerous direct sales organizations.

Bob regularly addresses audiences ranging in size from 50 to 16,000 — sharing the platform with notables including today’s top thought leaders, broadcast personalities, Olympic athletes and political leaders including a former United States President.

Although for years he was best known for his book Endless Referrals, over the past few years it’s his business parable, The Go-Giver (coauthored with John David Mann) that has captured the imagination of his readers.

The Go-Giver, a Wall Street Journal and BusinessWeek Bestseller, has sold over 850,000 copies. Since its release it has consistently stayed in the Top 25 on 800ceoread’s Business Book Bestsellers List. The book has been translated into 22 languages. It was rated #10 on Inc. Magazine’s list of the Most Motivational Books Ever Written, and was on HubSpot’s 20 Most Highly Rated Sales Books of All Time.

Bob is the author of a number of books on sales, marketing and influence, with total book sales of well over a million copies.

The American Management Association named Bob one of the 30 Most Influential Leaders and he was named one of the Top 200 Most Influential Authors in the World by Richtopia.

Bob Burg, Go-Giver Influencer

Go-Giver Influencer

Asking Good Questions is Often More Important than Having all the Answers

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"Remember that there is nothing stable in human affairs; therefore avoid undue elation in prosperity or undue depression in adversity." -- Socrates, 469 - 399 B.C.

While it is important to provide the prospect / client with as much information as you can, it is also important to find out as much as possible about their business. In doing so, we might think about a strategy for the specific kinds of work on which we would like to partner with clients. The best way to do this is by conducting a Client Needs Assessment. The basis for conducting the assessment is simply to identify the client’s needs and objectives. It will also give you and the client the opportunity to brainstorm and create a plan that the client can clearly see will address their needs and objectives. The key is to strategize and present this information in a way that addresses their questions and concerns before you ask for their business.


1. From your perspective, what would be a valuable way for us to spend this time together? 

2. What would be useful for you to know about our firm? 

3. What prompted your interest in our meeting? 

4. In talking to my clients in your industry, I'm struck by a couple of particular issues they are grappling with. These include: [give examples]. How would these resonate with you and your management? 

5. How is your organization reacting to. . .? (a recent, important development in this client's industry or function) 

6. How are you handling. . .? (new competition, low-cost imports, a new regulatory framework, etc.) 

7. Is there is a particular competitor you admire? 

8. Can you tell me what your biggest priorities are for this year? 

9. What are your most significant opportunities for growth over the next several years? 

10. What exactly do you mean when you say. . .? (“risk-averse”, “dysfunctional”, “challenging,” etc.) 

11. Who would you say are your most valuable customers? 

12. What would your best customers say are the main reasons they do business with you? 

13. Why do customers stay with you? 

14. Why do customers leave? 

15. When customers complain, what do they say? 

16. How have your customers’ expectations changed over the past five years? 

17. How would you describe the biggest challenges facing your own customers? 

18. What's the driving force behind this particular initiative? (What is behind the drive to reduce costs, design a new organization, etc.?) 

19. What would “better” (risk management, organizational effectiveness, etc.) look like? 

20. How did you reach the decision to seek outside help? 

21. How much agreement is there, internally, about the problem and the possible solutions? 

22. From your perspective, given everything we've discussed, what would be a helpful follow-up to this meeting?

Top Five Traits Common to Top Relationship Sales People in Any Profession

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1. Optimism - optimistic people are generally more pleasant to be around than their gloomy counterparts, so clients are attracted to upbeat lawyers. Lawyers may be trained to think in terms of worst-case scenarios, but the ones who exude confidence will retain and attract more business. There’s a huge difference between the lawyer who finds a way to win a case and the one trying not to lose. There’s also a great attitude difference between the lawyer finding a way to get a transaction done and the one searching for all of the problems with the deal. 

2. Resilience - it’s the ability to hear no fifteen times before getting a yes. This may conjure up an image of a lawyer badgering a prospective client but I have never given up if an initial approach isn’t successful. In a law practice, winning a client can be a matter of timing. Some relationships take a while to develop, and the clients’ needs change. The business owner who didn’t need your services in January might feel differently in June or October, and you will be remembered favorably if you’ve kept in touch during the intervening months.

3. Self-motivation - some experts say self-motivation is difficult to teach, and this may be true when it comes to reaching external goals like a sales quota or billable hours. But everyone has a desire to meet personally devised goals that really matter to him or her. If you take responsibility for your future and design an action plan with your goals in mind, your internal motivation will propel you to meet those goals. You will also attract the clients whose needs are aligned with yours.

4. Personability - clients gravitate to lawyers they like. A friendly, sociable associate will attract more clients than a surly lawyer who finds meeting people an unpleasant chore. Although some people may be naturally more outgoing than others, anyone can improve his or her social skills through coaching or simply observing how others do it. Research has shown that top sellers come from every personality type, and the best of them work within, not against, their personality type. If you’re not a pit bull, it won’t serve you well to act like one. If you’re a nurturer, learn ways to successfully nurture your clients. Learning to genuinely enjoy your clients, regardless of how naturally outgoing you are, will also help you enjoy your work. And that is contagious.

5. Empathy - this is the underpinning of all Emotional Intelligence (EI) skills. Using emotional radar to discern what makes a person tick is essential. If you’re a good listener, you study body language, and you communicate well, you’re an empathic person. In Myers Briggs tests, the vast majority of lawyers are thinkers rather than feelers. For this group, listening and trying to see the world from the client’s perspective is even more important.