Have you ever wondered why some people seem to easily achieve their business development goals, while others struggle year after year?
While there are several factors at play here (such as specific practice areas, the current state of economy, etc.), one aspect is your attitude (or mindset) towards business development and what shapes it.
“Self-Assessment: What’s Holding You Back from Becoming a Successful Rainmaker?”
Download our self-assessment and in less than 10 minutes you’ll uncover why your business development efforts have not been as productive as you would’ve liked them to be and what you need to do to change that.
Providing feedback is a powerful development tool. But to be effective, your feedback, especially when it’s critical, must be heard and acted upon. This requires the right delivery and content.
In our experience, too many lawyers save all their feedback to annual performance evaluations, but that gives their associates and staff no time to do anything about it. Or they only provide negative feedback and fail to highlight anything positive about the person’s work. Neither approach will motivate your associates to do their best work.
One of the biggest fears of a feedback giver is the fear of repercussions – “they won’t want to work for me again,” “I won’t get as much out of them,” “I don’t know what they’ll say about me,” etc. Or that it’s never going to change – “They won’t change.” Or that “I don’t have time,” “I’m working at warp speed – I don’t have time to deal with it.”