Can’t-Miss Articles

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There’s a lot of analysis these days about practice and law school in light of the recession and the recovering economy.  Most of these articles are focused on large law firms (for a variety of reasons ranging from the better availability of data to the different economic pressures), but the discussions are relevant whether you’re a sole practitioner or working in one of the largest firms in the country.  Practices aren’t fungible, but the “legal industry” is a system, and what happens in one sector will create an effect in another sector.

Here are a few articles that you can’t miss.  I’d suggest you make time to read them today, but don’t let next week start without your having read and digested each of these.

1.  The Last Days of Big Law:  You can’t imaging the terror when the money dries up.  This articles takes a critical view of large firms (and the lawyers who inhabit them), using Mayer Brown as the prime example of all firms of its size and caliber.  While some of the points seem unduly negative (painting life for all partners as “demeaning” and “altogether soul-crushing” for associates), it makes some important points.  Most notably, the article recounts the challenges that more junior lawyers (associates and income partners) face in landing new business and receiving credit when they succeed in doing so.  (And see also this response from a former Mayer Brown partner.)

Who needs to read it?  Anyone working in an AmLaw 200, and most especially those who are midlevel or more senior but not yet equity partners.  Those who are in AmLaw 51-200 may want to read especially closely:  these firms are earning a decreasing share (48% in 2003 vs. 42% in 2013) of the market, which is itself increasing–3% in the last year and 84% in the last ten years.

And if you’re in a smaller firm, you’d better read it too, since there’s usually a trickle-down effect (positive and negative) from the larger firms.

My take is that there’s some interesting anecdotal information that’s heavily skewed to the negative, but there’s also some truth that deserves exploration.  I do think too many lawyers are hoping for a return to “business as usual” and that only those who can adapt to the changing economy and business landscape will prosper.  I’m dubious that the fear and predatory competition that the article describes is systemic, and I expect that the profession will continue to evolve to meet the business.  Still, this is the can’t-miss article of the week.

2.  Is Law School a Good Deal After All?  Analyzing a recent paper titled The Economic Value of a Law Degree, this article concludes that:

“over the course of a career, your average J.D.-holder will make almost $1 million more than a similar worker with just a bachelor’s degree (or about $700,000 after taxes).  Even law grads on the low end of the salary scale seem to fare better than their merely college-educated peers.  Crucially, the paper finds no evidence that the earnings premium has declined since the economy crashed.”

Worth a read, both for the pro and con points.

3.  Planting Trees, And The Reason Business Development Is Difficult.  This article illustrates one of the easily overlooked common-sense rules of business development:  it takes time.  No matter how talented or skilled you are, you have to invest time into listening, engaging in dialogue, and delivering value.  If you’ve wondered why your stop-and-start business development efforts haven’t paid off, this will explain it.

4.  The Small Firms Lawyer Considers Big Ideas.  It seems only fair to highlight an article that’s specific to small firm lawyers, and this is a good one because it highlights the advantages that small firms have in agility and entrepreneurial thinking.  In a larger firm?  The question, as always, is how you can apply similar principles to your own practice, even though your firm will operate very differently.

That rounds up my top four articles for this week.  What have you read that I missed?

Legal Business Development: How to Decide Whether to Write an Article, Deliver a Presentation, or Attend a Conference

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“Should I write an article for this publication?  Should I accept this invitation to speak?  Should I attend this conference?”  Since neither time nor money is unlimited, you’ll have to make some difficult decisions about which business development activities to pursue and which to let pass.

Especially if you’re eager to get new business, it’s easy to accept any opportunity to accept any opportunity that crosses your path.  Accepting scattershot opportunities will leave you with scattershot results, sap your energy and resources, and ultimately leave you exhausted.

When you’re evaluating an opportunity, ask yourself the following questions:

  1. Will this activity reach the right audience?  Whether it’s writing for, speaking to, or networking with the wrong audience will not bring enough benefit to justify the investment of time, so ask this foundational question before you begin.  Your business development plan will define the right audience.  Who are your ideal clients and referral sources?  That’s your audience.
  2. How much time will this require?  Be realistic in your estimate — before you begin.
  3. What results would make the expenditure of time worthwhile?  As with any business development activity, you must measure the results that you get.  What’s more, you must know, before you begin, what results would make it worthwhile for you to have undertaken this activity.
  4. What’s the opportunity cost of this activity?  In other words, if you take on this activity, what must you give up?  Look at the cost in both time and money.  Consider, before you begin, whether you would be better advised to invest elsewhere.
  5. What non-business development benefits will you get from the activity?  Depending on your stage in practice and your personal finances (or revenue from your practice), other benefits may outweigh a lack of clear business development payoff.

Depending on your strategy and plans, any activity can be a simple way to increase your professional reach or a time-consuming and ineffective approach.  Going through these questions will help you to make foundational decisions that will get you on the right track — before you undertake any new activity.

 

Independence as a Goal for Building a Practice

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When I have a consultation with a potential client, I always ask two questions:  what do you want to create in your practice, and why?  More often than not, one aspect of the “why” addresses the desire for independence.  Service partners, for instance, often mention the desire to regain some scheduling freedom.  Freedom in being able to generate income often figures prominently, as does the freedom of choosing which matters and clients to accept.

If you don’t have a clear answer to what you want to achieve and why you want to achieve it, you will find success elusive.  You must know the what so you can lay your plans and measure your progress, and you must know the why so that you can keep your motivation when times get tough.

This week, be sure your what and why are clear.  If not, you have some reflection to do!  In the meantime, consider these quotations about independence, especially in the context of business, industry, and personal independence.

If you are going to have to play defense all the time, you cannot have the kind of ingenuity, assertiveness, independence, and intelligence which is what has made our country strong.
~Arlen Specter

Many a revolution started with the actions of a few.  Only 56 men signed the Declaration of Independence.  A few hanging together can lead a nation to change.
~Wynton Marsalis

Originality is independence, not rebellion; it is sincerity, not antagonism.
~George Henry Lewes

 

Legal Business Development: What You MUST Learn From Law Firm Layoff Trends

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On Monday morning, I read a Wall Street Journal article sharing the news that law firms have “regained some of their pricing power” and that hourly rates are up an average of 4.8% from 2011.

Later Monday, other news started to roll out:

  • Weil Gotshal announced a layoff of 60 associates (7% of its associates) and 110 non-lawyer employees.  Weil further announced that about 10% of its partners will see “meaningful adjustments” to their compensation.  See articles here and here.  The layoffs were explained by the shrinking market for premium legal services that are a part of the “economic realities of the new normal”.  According to the firmwide memorandum that announced the action, Weil remains strong on a variety of economic indicators that have been linked to the demise of Dewey LeBoeuf.
  • Jones Day announced a “reorganization, which includes a realigned management structure and the elimination of 65 positions around the Firm.”  All of these positions are staff.

This follows earlier stories of firm layoffs, including:

Does this signal a return to the cuts of 2008-2009?  I don’t think so, though I do think it’s quite likely we will see additional layoffs and firm failures.  Instead, these layoffs seem to be signs of large firms’ efforts to adjust to the “new normal,” a change that is neither comfortable nor simple.

But the trend that’s becoming clear should be a wake-up call, whether you’re practicing by yourself or in a large firm.  There has never been much room for non-productive personnel in a law firm, but the measuring stick for contribution is much tighter now than it might have been in the past.  And thanks to shifting client demands, smaller and less elite firms have opportunities to gain from clients unwilling to accept law firm business as usual.

Here’s what you need to know today:

  1. If you are a service partner, you may be at risk.  I’m hearing from more and more service partners who have seen their compensation cut, sometimes by as much as 50% over the last three years, and moving to another firm may be difficult or even impossible without a demonstrated ability to bring in business.  Technical expertise is only one component of a successful practice, and if you don’t have your own clients, you may soon find reduced opportunities to demonstrate your expertise.
  2. If you are a junior associate, you have to “learn the law,” but you’d better spend time developing your network and beginning to lay the foundation to build a practice as well.  You may hear that you don’t need to worry about bringing in business yet,  but you need to lay the groundwork well before you need to see results, especially in more sophisticated practice areas.
  3. If you’re working in a midsized or larger firm and don’t have your own book of business, it’s time to get moving and to look for ways to facilitate introductions for your firm.  Even the very most junior lawyers may have an opportunity that results from conversation and culminates in an introduction to a more senior lawyer who is more likely to land the business.  That opportunity won’t happen if you aren’t looking for it, however.
  4. If you’re working in a small firm or as a sole practitioner, you have opportunities.  Larger firms are historically resistant to change, whether because of institutional beliefs and expectations or simply because it’s harder to shift the approach of a firm of several hundred (or thousand) lawyers than to shift the approach of a firm of a dozen lawyers.  This is a time to reconsider practice and to look for ways to meet your clients’ (and desired clients’) needs and preferences, even those that may not have been fully expressed yet.  Read Mitchell Kowalski’s intriguing book Avoiding Extinction:  Reimagining Legal Services for the 21st Century for inspiration.
  5. Whether you’re a highly successful rainmaker, an aspiring rainmaker, a reluctant rainmaker, or a lawyer in denial, relationships matter.  It’s critical that you focus on building a network that’s composed of clients and former clients, referral sources, colleagues, former classmates, and other contacts.  This network is your lifeblood, whether you’re looking for business, for a job, or for a new dentist.  Build it before you need it, and always seek to add more value to your network than you extract.  (If this is a scary thought to you, email me and I’ll be happy to send you a list of networking resources that will help.)

The days of having a practice supported by being a “great lawyer are gone forever.  In today’s economy, every successful private practice lawyer is a rainmaker who has created an effective plan for building a consistent pipeline of new business.  Rainmakers harness their unique strengths and perspectives to create a cohesive, strategic, simple-to-implement plan–and they take consistent, focused action on that plan.

Don’t delay.

Legal Business Development: Where do you stop yourself from getting results?

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A few days ago, a colleague and I were swapping stories about our business missteps:  the things that just didn’t work, and the things that were colossal, flaming failures.  To listen to us, you might think that neither of us had a viable business, must less a successful one–but fortunately, that isn’t at all the case.

Although the failure stories are fun to tell (with sufficient hindsight and success in the time since), the real story is in how we respond to the failures and, more importantly, how we turn failures into success.  Stella and I shared experiences in which we’d had to undertake massive action to change course and shift our results.  Sometimes graceful, usually not, we’d refused to quit until we had succeeded.

Toward the end of our conversation, Stella said, “That’s the difference between success and failure:
knowing when to quit, and when to dig in and do what it takes to succeed.”

Are you stopping yourself when instead you should shift strategy and keep going?  Here are some indicators:

  • Have you put in enough effort?  I attended a Christian high school, and every classroom included a poster that read, “Bless me, Lord, according to my preparation.”  Religion aside, if your preparation has been half-hearted, you can’t expect good results.  Be honest:  have you put in the necessary time and energy to get the results you want?
  • Are you picking apart opportunities unfairly?  Lawyers are highly skilled at finding problems, and that skill sometimes undermines business development.  For example, are you waiting until you find the perfect opportunity to get active in a relevant industry organization?  Are you searching for the perfect speaking opportunity?  If no action seems to have a sufficient likelihood of success, you may stop yourself from taking any action at all — and that’s a certain route to failure.
  • Are you unconsciously looking for proof that you can’t land business?  If you believe that business development is a talent that you may lack, you may unintentionally expect and then highlight any evidence to support that proposition.  Do you expect to succeed?
  • Do you feel disheartened? It’s ok to feel discouraged for a time, but recognize that feeling as an impotent emotion.  When you’re disheartened, you’ve given up and your activity will grind to a halt.A client once consulted me on an upcoming pitch and described some of the challenges that might prevent him from getting the matter.  Rick’s tone was downcast, though he put a good face on it by asking how he could address the problems in the future, so he might succeed next time.  He had already given up on the pitch, which ensured that he would not be successful.I pointed out that he had declared failure prematurely and challenged him to buckle down and shoot for success or to bow out of the pitch contest altogether.  Rick chose to strategize how to meet the challenges that had consumed him.  He was irritated (first with me, then with the challenges themselves) and he used that energy to create and deliver a powerful pitch, and a few days later he received the good news that he’d been retained.

    When things aren’t working out, take a bit of time to be disappointed, but then get your energy flowing.  Do whatever you do to pump yourself up (work out, listen to powerful music, review a list of your successful engagements) and then get active.

  • Do you have a partner who can push you forward?  I pushed Rick forward, and many times my mentors have urged me to continue when I really wanted to give up.  Be sure that you have a mentor who can offer objective insight into whether you should keep going and who will give you a swift kick if you stop yourself.  You may find this a difficult determination at times, and outside help and support makes all the difference.

A successful business development plan will require you to give up unsuccessful activities, but before you stop, be sure that you’re stopping for the right reasons.  Don’t allow the discomfort or discouragement to stop you short.

Rainmaker’s Book Review: Network Like A Fox

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Networking has a negative reputation among so many lawyers.  It’s often time-intensive and, if not done well, can be a waste of time.  Lots of us (especially us introverts) dread the thought of walking into a crowd of strangers, so we spend time with people we already know, hang out on the fringes of the room and escape as soon as it seems feasible, or find great and completely reasonable excuses not to go in the first place.

Even if you get over those bars and meet new contacts, the challenges continue.  How often have you come back to your office with a stack of business cards and good intentions that get buried under a pile of work?  Even after the initial follow-up, continuing contact can be difficult to maintain, so relationships fizzle before they get off the ground.

And yet, we all know that networking is critical to rainmaking.  Although you’re most likely to get business from or through people who already know you, you need to be sure that you’re growing your network by adding new people on a regular basis.  After all, personal contacts are the foundation of every successful business development plan.

What’s a reluctant networker to do?  Read Network Like A Fox.  Here’s why:

Network Like A Fox offers clear, step-by-step, outcome-driven suggestions for networking.  This isn’t the same old, same, old, as becomes apparent immediately from Fox’s opening five Tenets:

  1. All Networking Is Not Created Equal:  You must network with the right people and engage in effective follow-up activity, or networking will be a waste.
  2. Your Attitude Is Your Aptitude:  Networking is a process, and it won’t work for you without bringing curiosity, interest in others, and a willingness to discover ways you can help one another.
  3. Who You Are Is Who You Hang Around With:  Spend time with successful people, not those who are mediocre or negative.  Fox expands this tenet into the unusual but highly effective strategy of “networking up” with decision-makers and influential members of your target community.
  4. The Right Relationships = Real Business:  Build relationships with people with like-minded interest and connections and those who are of the same caliber of professionalism.
  5. Networking Does Not Equal New Business.  It Is Only the Plus Sign:  Networking substantially increases the possibilities for new business, but you can’t expect that new business automatically networking.

Fox begins by offering an appealing and nonthreatening definition of networking:  “Networking is just an extension of your interest and curiosity about people, what they are up to in business, and how you can help each other.”  This definition explains why those who go for conversation on topics of mutual interest often do well with networking, while those who are simply on the prowl for business and seek to talk primarily about themselves tend to fall flat.

Fox urges networkers to eschew comfortable and easy networking in favor of building relationships with decision makers and influential business people.  This recommendation illustrates Fox’s absolute dedication to effective networking and underlines what I find so valuable about Network Like A Fox.  The book doesn’t spend time on the warm, fuzzy, “rah-rah” inspiration that’s so common in networking books, though it is full of encouragement.  Instead, it’s focused on how to make networking pay off, with case studies and advice on what it takes to make that happen.

One of Fox’s central organizing approaches is to break down the ideal network into four Connection Archetypes:

  • Ideal Prospects
  • Ideal Introducers (Connectors)
  • Ideal Referrers
  • Ideal “sweet spot” Clients (end users)

According to Fox, the “sweet spot” network (which she calls your “Grow Zone”) exists when all four of these ideal archetypes are present.

Understanding the archetypes will help you to create a productive networking strategy, how to reach the kinds of people you need in your network, and to determine which contacts merit more time and attention.

While Network Like A Fox is inarguably results-focused, it’s important to note that Fox doesn’t support or promote quid pro quo networking.  For instance, she recommends introducing the right people to one another as a way to enhance your value as a networker, but she cautions that expecting anything in return is a recipe for disappointment and frustration.  Instead, Fox writes:

[T]he solution to this is completely letting go of expectations.  It is the way to set yourself free.  If people don’t return the favors you provide, don’t get mad or disappointed.  Get moving, meet more good people, sow more seeds.  You will meet the right people who will definitely introduce you to good people.  Your stress and frustration level will plummet.

Why should you read Network Like A Fox?  Simple:  networking is one of the few non-optional business development tasks.  There’s no way around networking, whether you choose face-to-face or online, and you must have networking skills if you’re going to build a book of business.  Fox offers realistic, simple, insightful methods to become a valued networker with a valuable circle of connections.

Network Like A Fox is one of the best books I’ve ever read on networking, and I recommend it without reservation.  As I told Nancy when we last spoke, networking isn’t my favorite activity, but talking with her and reading her book always makes me eager to go out and build some new connections.  I hope you’ll feel the same.

Personal Contacts: The Foundation of Every Successful Legal Business Development Plan

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I clerked for a Federal judge in my first job after law school.  Among the many lessons Judge Forrester taught me was to look for the existence of a “Q case”, the source from which the rest of the precedents would flow.  In practice, I learned that some questions require the thorough search that would to the Q case, while other simply needed “quick and dirty” research to get to the right answer.

When it comes to business development, there’s one “Q” activity:  making personal contacts.  Although not every activity truly flows from making personal contacts, contacts make every other activity much more effective.

As Bob Burg, author of Endless Referrals, wrote, “All things being equal, people will do business with and refer business to those people they know, like, and trust.”  In other words, the more people who know you and think well of you, the more likely you are to receive business and referrals.

While you might argue about whether all things are ever equal, think about how you select any service professional you hire.  Whether you’re looking for a dentist, a house painter, a baby sitter, or a lawyer, chances are that you check with a least one or two of your contacts to get a referral, and a significant number of clients who seek your services will do the same.  Knowing more people increases the chance that someone in need of your services will find out about you.

Likewise, your current and former clients know and (let’s hope) like and trust you.  They also have had the experience of working with you, so they know how you serve clients and may be able to evaluate, to some extent, your legal ability.  As a result, current and former clients may be even more likely to refer business to you and, where your practice is amenable, bring you additional work themselves.

Even discounting the possibility of landing new business, knowing more people increases the chance that you’ll be invited to speak, to join a relevant Board of Directors, to attend events that your ideal clients might attend, and so on.  The more people you know, the more you’ll be in the flow of information that may benefit you–and the more you’ll be in contact with people whom you might be able to serve or help in some other way.

So, the bottom line is that the more people you know, the more likely you are to bring in new business.  And it follows naturally that, without knowing any information about your specific practice or your strengths, the “Q” activity for growing your law practice is to work on consistently and strategically increasing your network contacts.

Consider these questions to kick-start your networking:

  • Are most of your clients referrals, or do clients contact your directly?  (Should you look to increase your network of potential clients or potential referral sources–or, more likely, both?)
  • Where do your ideal clients congregate?
  • Where do your ideal referral sources congregate?
  • What organizations offer a natural fit for your practice, by virtue of subject area or membership, and how can you get involved?

No matter what your business development plan might be, personal contacts are a foundational activity for any rainmaker.

Make the Most of Your Summer with These Productivity and Efficiency Tips

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Over the years, I’ve put together a lot of tips about how to accomplish more, how to get energized, and how to make the most of time away from the office.  In honor of the unofficial start of summer in the U.S. (and vacations everywhere!), I’m sharing a potpourri of greatest hits here.  Click on each link to visit the full article.

  1. Increase your efficiency by cutting the time you spend in the office:  This post shares three tips about how you can shift your approach to work so you can get more done and get out the door.
  2. The Reset Button:  Two tips to help you feel less pressured, which in turn will increase your efficiency and effectiveness.
  3. Addressing Burnout:  Your Productivity Depends on It:  How can disconnecting from your work improve your productivity?
  4. Get Out of the Office:  Your best thoughts about work probably won’t happen at work.
  5. The Productive Value of Vacation:  How short bursts of recreation can refresh and reinvigorate you.

Legal Rainmaking: To Sell Is…

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This week, I met with a lawyer who’s been in practice for 50 years, who will be using The Reluctant Rainmaker to teach a law school class on business development.  We touched on how the practice has changed over the years and why he encouraged his sons to become lawyers, but the bulk of our conversation centered on how he has marketed his practice over the years.  Perhaps you’ll be interested in these three takeaways from our talk:

  1. Business development starts with personal development and must be grounded in integrity, authenticity, and truth.  Turns out that we’re both fans of Stephen Covey’s Seven Habits of Highly Effective People, and I recommended The Speed of Trust by Covey’s son, Stephen M. R. Covey.
  2. Small, consistent touches are memorable and build relationships.  For instance, this lawyer sends a book that meant a great deal to him when his mother died whenever he learns of a death in a client’s immediate family.  His firm also uses a client satisfaction form at the close of every representation, and he’s created cards to send whenever he sees a client mentioned in the news.
  3. Meeting new people is critical to the success of any practice.  This lawyer serves on several boards, speaks regularly to associations relevant to his practice, and is active in a wide variety of community activities.  As we discussed, the small, consistent touches won’t accomplish anything if you don’t have people to receive them.

We also agreed that too many lawyers have bought into the myth that sales is inapplicable to professionals.  Every lawyer must understand how to sell, and that’s why I’ve reviewed Daniel Pink’s recent book To Sell Is Human recently.  Read about that here.

Out of curiosity, how would you complete the sentence stem, To sell is…?

 

Legal Marketing: To Sell Is Human

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The subtitle of Daniel Pink’s recent book To Sell Is Human is The Surprising Truth About Moving Others.  I’m not entirely sure that the truths shared in the book are altogether surprising, but the book puts a human, approachable face on a necessary skill that suffers from a bad reputation.

Pink starts by proving that we’re all in sales now.  He defines sales as the business of persuading, convincing, and influencing, which he calls “moving” others.  With a definition that broad, it’s almost impossible to find someone who isn’t in what Pink calls “non-sales selling.”  Pitching an idea (to a boss, a team, or a jury), convincing a hyped-up kid to go to bed, or teaching resistent students all qualify as sales activity.

Nonetheless, the majority of people view selling with distaste, largely because of the deceptive tactics that salespeople are known to pull.  Pink cites record-breaking car salesman Joe Girard, known for establishing relationships with buyers by fabricating connections.  (“You’re from Yonkers?  Me too!  Your aunt has a beach house on Long Island?  Me too!  Your middle name is Thaddeus The Great?  Me too!”  UGH, right?)  Although Girard was quite successful in the past, Pink suggests that he wouldn’t do as well in today’s world.  Why?

We have shifted, writes Pink, from caveat emptor to caveat venditor.  Today’s purchasers come into sales conversations armed with information, reviews, and ratings of products and services.  As a result, sales now consists of curating information to assist the purchaser, finding answers together, and making sales both personal and purposeful.

In contrast to the old “ABC” = “Always Be Closing” model of sales, Pink defines the ABCs as Attunement, Buoyancy, and Clarity.

  • Attunement refers to approaching the sales exchange from the buyer’s perspective.  Pink notes that in contrast to the stereotype that extroverts are the best personality type for sales, ambiverts (meaning those in the middle of the extrovert/introvert range) are actually more successful because of superior skill in attunement.
  • Buoyancy is the combination of “a gritty spirit and a sunny outlook.”  Pink urges sellers to be optimistic and reason-focused (asking, for instance, “Can I succeed?” before a sales encounter, to prompt reasons to expect success rather than just ungrounded motivation), with just enough negativity to stay pragmatic.
  • Clarity calls on a successful seller’s ability to define the problem to be solved through the sale and why the purchaser might not want to buy your solution.  Pink offers several tactics to use her, including emphasizing experience over material objects and including a small negative attribute to the solution being sold to make the positives more believable.

When it comes to the “how to” of selling, To Sell Is Human is not comprehensive, and if you’re looking to become an expert in sales, you’ll want to add other resources.  However, he offers three points that provide significant insight into the process of selling.  One of the most useful is Pink’s list of six new ways to pitch a solution:  the one-word pitch, the question pitch, the rhyming pitch, the 140-character Twitter-style pitch, the subject line pitch, and the Pixar pitch.  These won’t translate directly to selling legal services, but the exercise is helpful in crystallizing what a buyer needs to know and what will pique her interest.

Pink also recommends the use of improvisation techniques, which allow the seller to accept whatever a buyer says and to add a suggestion that supports the sale.  I couldn’t agree more about the value of improv for sales and any other business discussion.  See my review of Improv Wisdom for additional suggestions.

Pink finally urges sellers to come from service, focusing on the value that the solution will bring to the buyer.  This point feels like the most “human” of the suite:  instead of just looking from the buyer’s perspective, service requires an independent determination that the buyer will benefit.  Sales, in other words, is not done to someone, it’s done for them.

What’s in it for lawyers?

So many lawyers have told me that they can’t possibly excel in rainmaking because they aren’t extroverts.  This interview in which Pink explained why ambiverts (which includes most of us) perform the best in sales is what prompted me to pick up the book.  If you’ve ever worried that your introversion will block your ability to land business, read the book.  That section alone makes it worthwhile.

More generally, the book’s premise and examples will help to mitigate distaste for selling and the idea is something you do to someone, not for them.  That shift in perspective alone can transform the way you approach business development.

Finally, the examples and exercises will focus your attention and will help you to improve in sales.  As I said, learning sales techniques will require additional training (I recommend Mastering the Complex Sale:  How to Compete and Win When the Stakes are High!  By Jeff Thull), but To Sell Is Human will help to erase discomfort around sales and provide an authentic way of approaching a necessary task.