How Lawyers Can Build Leverage Through Business Development, Lateral Moves, and Books of Business

By Steve Fretzin and Stuart TenHoor

SEO Meta Description: Learn how lawyers can build career leverage through business development, books of business, lateral moves, AI, and strategic legal career planning with Stuart TenHoor.

The legal industry is changing quickly. Law firms are competing aggressively for experienced partners, AI is reshaping how legal work gets done, and lawyers have more career options than ever before. But with all of this change comes an important question: how can lawyers take greater control over their careers instead of simply reacting to what happens around them?

In this episode, Steve Fretzin sits down with Stuart TenHoor, a veteran legal recruiter and founder of Stuart TenHoor Legal Search, to explore the forces shaping today’s legal market. From lateral partner moves and compensation negotiations to business development, books of business, and the growing influence of artificial intelligence, Stuart offers a practical perspective on how lawyers can create more leverage and flexibility throughout their careers.

The Power of a Strong Book of Business

One of the most important sources of leverage for a lawyer is a strong book of business. Technical legal skills and a reputation for excellent client service remain essential, but lawyers who can consistently generate business have a different level of influence within the legal market. A portable book of business can increase compensation, create opportunities at other firms, and provide greater freedom when deciding what comes next.

Stuart explains that there can be a significant gap between lawyers who primarily service clients and those who actively originate business. As firms evaluate partners, the ability to bring in revenue and maintain meaningful client relationships can have a major impact on how that lawyer is valued. For attorneys who want more options, developing business development skills is therefore about much more than marketing. It is about creating career leverage.

The Lateral Partner Market Is Creating New Opportunities

The market for experienced lateral partners remains highly competitive, particularly for lawyers with valuable specialties and established client relationships. Firms are increasingly willing to invest in talent that can strengthen a practice group, expand a particular niche, or bring meaningful business through the door.

But making a lateral move successfully involves much more than accepting an attractive compensation package. Stuart discusses the importance of integration and the need for firms to think carefully about how a new partner will fit into the organization. Likewise, lawyers need to evaluate whether a prospective firm can actually provide the platform, resources, culture, and support necessary to serve their clients and continue growing their practices.

A move should be part of a broader career strategy rather than simply a reaction to frustration at a current firm. The strongest lateral decisions are based on where the lawyer wants to go and whether the new environment can help them get there.

Why Counteroffers Can Complicate a Career Move

Counteroffers are another important consideration when lawyers begin exploring opportunities. After months of conversations, interviews, and negotiations, a lawyer may receive an attractive offer from another firm only to have their current firm suddenly increase compensation or make new promises about their future.

Stuart emphasizes that counteroffers can derail an otherwise well-planned transition. Lawyers and firms should therefore think about the possibility before it happens rather than waiting until the final stage of the process. Understanding why someone is considering a move in the first place is critical because a higher salary does not necessarily solve deeper problems involving culture, leadership, opportunity, or long-term career development.

For lawyers considering a lateral move, the goal should not simply be to negotiate the largest immediate number. It should be to determine which opportunity creates the strongest long-term position.

Business Development Creates Career Freedom

Business development is often discussed as a way to grow a law firm, but it can also be viewed as a form of professional independence. Lawyers who develop trusted relationships and generate their own opportunities have more choices about where and how they practice.

That does not mean business development needs to feel like traditional sales. Stuart describes helping people and consistently providing value as a form of “sales-free selling.” Lawyers can strengthen relationships by making introductions, sharing useful information, connecting people with resources, and staying genuinely interested in the people they serve.

Over time, those relationships can become a powerful professional network. They can lead to referrals, new matters, lateral opportunities, and introductions that would never come from a traditional marketing campaign.

AI Is Changing the Value of Legal Work

Artificial intelligence is also changing the legal profession, particularly the work traditionally performed by junior associates. Tasks involving research, document review, drafting, summarization, and other repetitive activities can increasingly be performed more efficiently with technology.

That shift does not necessarily mean experienced lawyers become less valuable. In many cases, it can make their judgment, client relationships, strategic thinking, and ability to manage technology even more important. Lawyers who learn how to use AI effectively can potentially deliver work faster while spending more time on higher-value activities.

The challenge is to recognize that AI is not simply a technology issue. It is also a career issue. Lawyers need to consider how their work will evolve and what skills will remain valuable as technology changes the traditional progression from junior associate to partner.

Going Solo Requires More Than Independence

For some lawyers, the changing legal market may make solo practice or a distributed firm model increasingly attractive. These models can provide greater flexibility and control, but they are not automatically easier than working within a traditional firm.

Stuart points out that lawyers who want to go out on their own need a clear strategy. A defined niche, strong relationships, a reliable network, and the ability to generate business are critical. Without those foundations, leaving a firm can simply exchange one set of problems for another.

The decision to go solo should therefore be based on preparation and opportunity rather than emotion. A lawyer who has already developed a strong network and a reliable source of business is in a much stronger position to create a successful independent practice.

Strategic Career Planning Starts Before You Need It

One of the biggest lessons from this conversation is that lawyers should build their professional leverage before they urgently need it. Developing relationships, strengthening a personal brand, creating a book of business, learning new technology, and understanding the market are all long-term investments.

The lawyers who have the most flexibility when circumstances change are often the ones who have been quietly building their options for years. Whether that means staying at a current firm, making a lateral move, pursuing a leadership opportunity, or eventually going solo, preparation creates choices.

As Stuart explains, helping others and consistently providing value can become a powerful form of business development. Lawyers who focus on relationships rather than transactions can build the trust and reputation that ultimately create opportunities throughout their careers.

Key Takeaways

A strong book of business creates leverage. Lawyers who can generate and maintain meaningful client relationships typically have more options when it comes to compensation, lateral moves, leadership opportunities, and career direction.

Lateral moves should be strategic rather than reactive. Compensation matters, but lawyers should also evaluate culture, integration, resources, practice opportunities, and whether a new firm supports their long-term goals.

Counteroffers should be anticipated. Lawyers considering a move should understand why they want to leave before accepting a counteroffer, because additional compensation may not address the underlying reasons for making a change.

AI is changing legal work, not eliminating the need for experienced lawyers. Attorneys who learn to use technology effectively can become more efficient while focusing their time on judgment, strategy, relationships, and other high-value work.

Going solo requires preparation. A successful independent practice depends on a clear niche, strong relationships, business development capabilities, and a thoughtful plan for generating consistent work.

Giving value is a powerful business development strategy. Helping people, making introductions, sharing resources, and building genuine relationships can create opportunities without relying on traditional sales tactics.

“Helping people by giving value is sales-free selling.” — Stuart TenHoor

Build Your Career Before You Need to Change It

The legal market will continue to evolve, but lawyers do not have to simply react to those changes. By developing a strong book of business, investing in relationships, learning how technology is changing the profession, and making deliberate career decisions, attorneys can create greater leverage and control over their futures.

Business development is not just about winning the next client. It is about building the relationships, reputation, and opportunities that give you more choices throughout your career.

Check out Steve Fretzin’s new show, Be That Lawyer Coaches Corner, for practical strategies to win more business and love your career again.

Join the BE THAT LAWYER Community and connect with ambitious lawyers who are serious about growing their books of business, strengthening their brands, and becoming confident, consistent rainmakers.

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About Stuart TenHoor

Stuart TenHoor is a veteran legal recruiter and founder of Stuart TenHoor Legal Search, specializing in the placement of FDA, life sciences, and regulatory attorneys. After earning his B.A. from Alma College and J.D. from William & Mary Law School, he gained legal and legislative experience before entering executive recruiting in 1988.

Stuart has become a respected resource for lawyers and firms navigating the legal talent market. He has been recognized for his contributions to the Food and Drug Law Institute and is widely published and sought after for his perspective on life sciences hiring trends and legal recruiting.

Connect With Stuart TenHoor

Website: Stuart TenHoor Legal Search
LinkedIn: Stuart TenHoor

Connect With Steve Fretzin

LinkedIn: Steve Fretzin
Twitter: @stevefretzin
Instagram: @fretzinsteve
Facebook: Fretzin, Inc.
Website: BETHATLAWYER.com
Email: [email protected]
Book: Legal Business Development Isn’t Rocket Science and more
YouTube: Steve Fretzin
Call Steve directly: 847-602-6911

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