Why, what, and how – getting Juniors involved in business development

Business development (BD) is often seen as a senior responsibility in professional services. While senior staff usually lead initial conversations with new clients, juniors must also be involved. This article explores why juniors should participate in BD, what their involvement looks like, and how to support their contribution.

Why juniors need to be involved in business development

1. BD skills and relationships take time to build. It’s unrealistic to expect instant results. Think of it like expecting running water when no plumbing exists.
2. Early involvement normalises BD as part of the role. Juniors can contribute in small, low-risk ways, gradually building confidence and sophistication over time. Maintaining momentum is easier than starting it.
3. It frees senior staff for strategic tasks. Seniors can focus on planning deeper client engagement or key events.
4. It diversifies BD responsibility. Relying on one person risks major setbacks if they’re unavailable. Some firms have lost significant revenue when key rainmakers left or were ill.
5. It aids succession planning. Involving juniors ensures smooth transitions and ongoing BD contributions at every level. Sadly, some firms still promote technically skilled partners who don’t generate business.
6. It encourages relationship-building. Juniors who think beyond just delivering work enhance client satisfaction and loyalty, unlocking opportunities from existing clients which are often overlooked.

What juniors can do to contribute

If juniors don’t know what to do, they can’t contribute effectively. BD often seems vague, so clear focus areas are essential.

Ideally, juniors operate within a team or departmental BD strategy with defined tasks. Examples include:

• Researching networking events for senior staff.
• Thinking strategically about interactions with existing clients to build relationships.
• Identifying potential introducers for the department to connect with.

If no team approach exists (I can help with that!), juniors should at least:

• Build their profile, with LinkedIn as an obvious tool.
• Network within their peer group, since those peers will grow alongside them.

Starting early reduces future pressure. As they develop, juniors can “turn the taps on” when their input is most needed, like establishing plumbing before expecting water flow.

How to build confidence and ensure continued contribution

Like seniors, juniors need encouragement and clear guidance. They must understand how to contribute, whether within a team plan or independently.

Skill development is key. This might include:

• Reading relevant materials.
• Support from a suitable senior mentor, one who relates to their background and situation.
• Expert-led training tailored to BD activities.

Skills can be broad, such as rapport-building across contexts, or specific, like navigating networking events.

A supportive culture is vital. Teams should regularly discuss BD, share insights, and track progress. Appraisals must include BD contribution to signal its importance and create accountability.

Embedding BD into everyday practice (not leaving it to ad hoc) is crucial to achieving lasting, positive results.

Contact me to talk about how to get your juniors engaged in business development sooner rather than later.