Law firm trainees engage in marketing and business development

February 28, 2026|Kim's Blog, Lawyers, Marketing|

I was joined by 12 trainee solicitors from a variety of firms for an online workshop on “A Trainee’s Guide to Marketing & Business Development (MBD) in a Law Firm”. This article summarises some of the themes that emerged during discussions and supplements the learning resources for the session. Law firm trainees engage in marketing and business development.

The online interactive session (see Kim Tasso – MBL Seminars for details of future sessions) – covering mindset, knowledge, skills and behaviour – included the following topics:

Overview of MBD in law firms (with contemporary case studies)
Ambassador skills
Working with the firm’s MBD systems and support
Networking – digitally
Networking at events

Why do trainees get involved in MBD in law firms?

We explored the many reasons and benefits law firms invest in marketing and business development. These included: strategy, growth, sustainability, changing the nature of their client base, retaining existing clients and winning new clients.

There are also many benefits (and challenges) for trainees who become involved in marketing and business development at the earliest opportunity in their legal careers including:

Raise visibility
Build professional reputation (within and beyond the firm)
Develop essential communication skills
Expand network of professional and personal connections
Build relationships for the future
Improve career prospects

There’s no one-size-fits-all approach for trainees in law firm MBD

Whilst we recognised that the incentives and opportunities to contribute to the firm’s marketing and business development, we noted that some trainees were in a better position to become involved than others.

We also recognised that there is no “one-size-fits-all” for trainees in marketing and business development in law firms. Trainee involvement in MBD varies according to:

Size, location and structure of the law firm
Strategy and culture
Level of collaboration and integration across the firm
Available resources and systems for marketing and business development
Specific practice area
Nature of the clients being served (e.g. institutional, public sector, corporate, not-for-profit and private individuals)
Extent to which the firm is clear and transparent about its expectations of trainees

Some trainees had little or no experience of using marketing and business development systems in their firms. Others were able to access sophisticated business development dashboards that let them see forthcoming events and chose if you they wish to attend.

Adopt a client-centred approach

A key theme was the need to be focused on the needs of clients and potential clients wherever they are in the client journey. And to consider both their rational and emotional needs.

So an early action for trainees is to develop knowledge about clients (e.g. client markets, client businesses and/or family circumstances, client perceptions, client satisfaction and client needs etc).

We looked at various recent research reports that explore how clients perceive the value of professional and legal services. And considered client perceptions of value around: commerciality, reliability, ease of doing business, cost consciousness, communications and caring about clients.

And how to conduct research using the firm’s systems (e.g. a CRM – Client Relationship Management CRM – Applications, systems and fee-earner engagement) and public sources of information (e.g. Companies House, web sites and social media).

Trainees also increase their knowledge and understanding of clients by talking to their colleagues in the firm. And by showing an interest in clients and asking appropriate questions when they interact with them. Why are questions so important? (Questioning skills)

This activity helps trainees develop empathy with clients. And we considered the importance of emotional intelligence (EI or EQ) for all client communications and relationships. An introduction to emotional intelligence (EQ) and empathy (Video)

Differences between marketing, selling, relationship management and business development

Whilst exploring different models of business development in law firms we also did some jargon busting. This helped trainees understand the various processes involved in marketing, selling, client service and relationship management (see What is the difference between marketing and business development?). And to explore the roles of different functions and roles within the firm in those processes. (see marketing and business development (M&BD) team structures).

We also touched on the key elements of the marketing mix (Marketing basics – What are the 4Ps and why are they still useful?) and where and how trainees might be involved.

Be a great ambassador for your firm

As a member of their firm, trainees have contact with clients and other people externally and will effectively act as an ambassador for the firm.

Trainees need to understand the mission, vision and values of their firm – which are often reflected in the firm’s brand. Trainees must then behave in a way that is aligned to and consistent with the firm’s brand.

Some firms are large and complex – with many different teams and services across multiple offices and even countries. So developing your knowledge of the firm – it’s history, its focus, its people, it’s services and its clients is an early challenge.

We looked at how firms support trainees in developing this knowledge – through intranets, internal communications, team meetings and opportunities to meet with colleagues. And explored what trainees can do for themselves to build this insight.

There was discussion about the relationship between their firm’s brand and their personal brands which trainees start to develop and shape. How to create and promote your personal brand – Kim Tasso Most firms provide guidelines, policies and templates to assist trainees in promoting a consistent brand image.

We considered the role of trainees in a variety of communication situations – answering telephone calls, responding to emails, attending meetings with clients and attending external events.

Digital marketing – use LinkedIn social media

We explored how law firms use digital marketing to communicate with existing and potential clients, referrers and other influencers. And we considered the MBD systems used for managing the web site and its presence on search engines, producing content, communicating through emails and social media.

Trainees also considered their role in amplifying their firm’s social media presence by sharing the content of their colleagues, their teams and their firm. And we spent some time looking at how trainees in other firm’s managed their LinkedIn profiles and news feeds.

Feel confident at networking events

Most trainees are encouraged to attend a variety of internal and external events.

The expectations and rules of engagement are sometimes unclear. We looked at how trainees might prepare themselves emotionally and cognitively to make the most of networking opportunities – to gain insights and connect with people.

Naturally, there were comments and questions about how comfortable trainees felt meeting different types of people for the first time at networking events. Whilst confidence was high meeting those who are similar or familiar, there was natural apprehension about meeting people from significantly different generations or seniority or environments.

We shared ideas and tips on improving our confidence, conversations and effectiveness while moving around the room at networking events:

Other marketing and business development activities for trainee solicitors

During the session, we learned of many other examples of how trainee solicitors engaged with marketing and business development:

Contribute to business development planning discussions in the team
Participate in Young Professionals communities
Research markets and topics
Create content for the firm and their own social media channels
Prepare content for newsletters and articles
Edit web site content and fact sheets
Answer new enquiries
Work with other teams to support internal communication
Attend client meetings with more senior lawyers
Appear in podcasts and videos
Assist in collating and editing materials for pitches and tenders
Present talks

Balance interest in existing clients and potential new clients

Finally, we considered research exploring the best practice in how professionals conduct their business development (or rainmaking) activities. Whilst noting the parallels with the old, traditional models of “finders, minders and grinders” – Rainmaking best practice in professional services firms (Selling)

Some reflected that in a trainee role, it makes sense to concentrate initially in learning about and deepening relationships with existing clients and referrers. This also impact positively the quality of service provided.

Some trainees work predominantly with large, complex B2B (business-to-business) client relationships which makes navigating those established relationships more challenging. Some saw value in the bowties and diamonds approach – to focus on creating peer-to-peer relationships with client-side staff at similar levels to themselves. KAM Basics – Bowties and Diamonds

Trainees were encouraged to talk to members of their teams. Usually, each practice group will have a marketing and business development plan. It is helpful for trainees to know what their team aims to achieve and its chosen strategies to do so. This enables the trainee to identify where they can join in and add value to the team’s planned activities and ensure they are aligned.

As trainees qualify and gain more experience they manage the transition from predominantly technical expert roles to relationship building roles. Transition from technical expert to adviser

Trainee solicitor views on marketing and business development

During the session there were discussions and breakouts where trainees shared the following:

MBD challenges identified by trainees

We have dedicated teams within our firms who head up marketing, customer experience, and events – we need to know when and how to seek their help
Being at the beginning of your career and networking with those who have 25+ years of experience
Sometimes we experience feelings of not knowing the ‘right’ thing to say or how to participate in conversations fully
Some of us don’t have much involvement within BD – it would be useful if we had a firm wide system or newsletter showing what is coming up and whether you would like to attend
Knowing how best to support the various practice areas in which we work

Trainee views on the most memorable or useful ideas during the session

Learn more about how my firm positions and promotes itself
Know your firm and build your personal brand in line with it
The value of a personal brand and profile
How to present yourself better on LinkedIn
Tips on using LinkedIn
How to engage with more people
Develop a networking strategy
Take a buddy to networking events
Use non-verbal communication (NVC)
Know who and how to approach people when entering a room to network
Ways to work the room when networking
Bring following up into the main networking conversation

Trainee planned MBD actions after the session

Reflect on my personal business development plan
Consider and create my personal brand
Hone my personal brand
Find more opportunities to promote the firm and my personal brand
Use each training seat to learn more about how each team does marketing and business development
Update/improve my LinkedIn profile
Be more active on LinkedIn
Engage with more (target) people
Find a buddy for networking
Do more research before attending a networking event
Ask a more senior person if we can attend a networking event with them
Follow up after meeting at networking events
Follow up with my own previous connections

Selected trainee solicitor poll results

Throughout the session, trainees responded to a series of polls. Here are selected results

Where do you have most involvement as a trainee in marketing and business development?

58% Service delivery
25% Managing enquiries
8% Client development and expansion
8% Referrer and intermediary management

Which do you think is the most important knowledge, skill or behaviour that you need to develop?

17% Questioning and listening
17% Networking
17% Building relationships
8% Knowledge of your firm, services and markets
8% Adapting to different people
8% Communication
8% Client care and service excellence
8% Meetings, presentations and pitches
8% Other

What do you estimate as the annual growth of the UK legal sector? Strategic analysis – PWC’s UK Legal Services Market Report 2025

25% 3-4%
17% 5-6%
33% 7-8%
17% 9-10%
8% Over 10%

What is a brand – why is it important? (Multiple answers allowed)

83% Differentiates
83% Builds competitive advantage
75% Conveys a consistent image
75% Supports consistent service
75% Builds trust
75% Positions against competitors
67% Attracts talent
33% Supports premium fees
25% Uses and controls design
17% A future promise

Which systems have you used? (Multiple answers allowed)

36% Intranet
27% Event calendars
27% Social media systems
9% Web site

(Surprisingly, no one selected CRM, templates, pitch credentials, sales pipeline or key account management)

How often do you use LinkedIn?

25% Multiple times a day
42% Once a day
17% Once a week
8% Once a month
8% Never

How would you feel presenting to an internal or external audience?

17% Highly confident
25% Confident
58% OK – a little nervous

What’s your general networking strategy?

75% Cast the net wide (relationships)
25% Focus (strategic)

How comfortable do you feel about networking at external events?

30% Confident
30% OK
40% Will practice and feel more confident

Why do trainees get involved in MBD in law firms?