This week on IPWatchdog Unleashed, I had the pleasure of speaking with Deborah Farone, founder of Farone Advisors, former Chief Marketing Officer of Cravath, Swain & Moore, and author of Breaking Ground: How Successful Women Lawyers Build Thriving Practices. Our conversation focused on how lawyers—particularly in highly technical fields like intellectual property—can build thriving practices through disciplined, strategic business development. The discussion underscores that business development is a skill, not an innate personality trait. Even introverted attorneys can succeed by taking incremental steps, practicing authentic communication, and focusing on listening rather than selling.

Farone emphasizes that effective marketing for lawyers begins with strategy, should not be transactional, and is something that should not be outsourced. Lawyers must define their niche, understand their market positioning, and align business development efforts with their personal strengths, interests, and economically viable opportunities.

The central takeaway: Sustainable practice growth requires intentional strategy, authentic engagement, disciplined follow-up, and a long-term relationship mindset.

Strategy Before Tactics

According to Farone, lawyers often jump straight to tactics without defining strategy, which is an unforced error. They decide they need press, or they decide they need to attend more conferences, or they decide to hire a PR firm. But the tactics should not drive the strategy. Those who succeed begin by defining their niche, understanding their market position, and align business development efforts specifically with their personal strengths, interests, and value proposition firmly in mind.

Farone recommends starting with these critically important, foundational questions:

1. What makes me unique?
2. What kind of work do I want to do?
3. What differentiates me in a crowded marketplace?

In the IP space, these questions are particularly important. A patent lawyer might handle a broad range of matters, but that does not mean the market perceives them that way. Are they known for medical devices? Complex mechanical systems? AI-driven software? Biotech? Emerging technologies? The more precise the positioning, the easier it becomes to build credibility and attract the right clients. After all, given the complex nature of the technical world today the most serious clients are not looking for someone who dabbles, or a jack-of-all-trades.

Farone emphasized that marketing should follow strategy—not the other way around. Random acts of marketing rarely produce meaningful results, she explains. A lawyer who attends a conference without preparation, speaks to no one in particular, and fails to follow up afterward should not be surprised when no business materializes. That is not marketing. That is motion without direction and extremely unlikely to succeed.

Business Development Is a Learned Skill

A recurring theme in our discussion was the myth that successful rainmakers are simply born with charisma. In truth, most effective business developers are not larger-than-life personalities. They are disciplined professionals who consistently take small, deliberate steps forward toward the goal.

Farone compared business development to building a muscle. It strengthens through repetition. For lawyers who feel uncomfortable in networking environments—particularly introverts in highly technical practices—the answer is not avoidance. It is incremental exposure. Practice describing your work clearly. Start conversations. Follow up. Repeat. Over time, the awkwardness fades.

In fact, introversion can be an asset. The best business developers are often strong listeners. They ask thoughtful questions. They demonstrate empathy. They remember details. And those qualities build trust more effectively than aggressive selling ever could.

Some lawyers set aside time each week specifically for follow-up. Others maintain simple tracking systems or reminders for touchpoints. A short, handwritten note can stand out precisely because so few people take the time to send one. A personalized LinkedIn message explaining why you would like to connect is far more effective than a generic request. Small, intentional actions accumulate into reputation.

The principle is simple: make the right behavior easier.

Conferences Are Not Vending Machines

We also discussed a common frustration: lawyers who attend a conference and expect immediate business in return. That mindset misunderstands how professional services marketing works. In a nutshell: relationships precede revenue, not the other way around.

Too often, attorneys will mistakenly believe all they have to do is show up. And while showing up is necessary, being present without laying the foundational groundwork leads to missed opportunities. The real value of conferences lies in meeting people and building relationships, and as is true with most things in life preparation and follow-through matter greatly. Relationship-building—before, during, and after conferences or meetings—is the key for success. Preparation demonstrates empathy, builds trust, and maximizes opportunity; follow-up sustains momentum and helps solidify relationships and close deals.

While it is unrealistic to expect that every outing to an industry event or conference will result in client acquisition, repeatedly investing time does unquestionably pay dividends. No one can hire you if they don’t know who you are or what you do, so take opportunities to be noticed and get to know people—all of whom have a network you can introduce yourself to. Focus on building your professional network by meeting at least several new people each time you attend an event, expand that network over time, be likable, and good things will happen.

Before attending events, Farone suggests lawyers should research who will be there and identify specific people they want to meet. During the event, they should focus on genuine conversation—not pitching. Afterward, they must follow up with personalized messages referencing specific discussions.

The failure to follow up is where many otherwise solid efforts collapse. Lawyers do 80% of the work required to build a relationship and then neglect the final 20%. That final 20%—a short note, a shared article, a follow-up call—often makes the difference.

Successful professional services marketing is rarely immediate. It compounds over time.

The Soft Sell Works

Another powerful takeaway from the conversation was the endorsement of what might be called the “soft sell.” Instead of asking directly for business, lawyers can frame their outreach in supportive terms. Ask: “What can I do to help you?” That mindset changes the tone of the relationship. It signals partnership rather than transaction.

Sometimes helping means making an introduction. Sometimes it means sharing relevant research. Sometimes it simply means listening carefully and understanding a client’s pressure points and engaging in creative brainstorming. In the IP world, where clients face rapidly evolving technology landscapes and legal uncertainty, insight and clarity are valuable currencies.

When lawyers demonstrate competence through writing, speaking, or thoughtful follow-up, they allow potential clients to reach their own conclusion about expertise. That approach is far more effective than pounding one’s chest.

Start Early—or Start Behind

We also addressed associate development. Too many firms wait until lawyers are approaching partnership to discuss client cultivation. By then, years of opportunity have been lost.

Associates should begin building relationships immediately. Classmates will become in-house counsel, entrepreneurs, judges, and decision-makers. Engineering colleagues may found startups. Maintaining those connections over time is not opportunistic—it is prudent.

Firms that invest in teaching associates how to develop business are building long-term stability. Firms that refuse to train younger lawyers in client development risk producing technically strong partners who lack the ability to originate work. In today’s market, that is not sustainable.

The Bottom Line

The conversation with Farone dismantled the myth that business development is about theatrics or personality. It is about clarity of niche. It is about preparation. It is about listening. It is about consistent follow-up. It is about long-term relationship building.

For intellectual property lawyers in particular—where technical expertise is often assumed—the differentiator is not intelligence. It is intentionality.

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