Jurgita Bičeika
TGS Baltic, Vilnius
jurgita.biceika@tgsbaltic.com

Many lawyers feel uncomfortable with the word ‘sales’. The idea of pitching, persuading or promoting can feel unnatural. And it’s no wonder – multiple studies show that salespeople are widely perceived as untrustworthy.

Lawyers aren’t rated much higher. According to Gallup’s 2024 Honesty and Ethics of Professions Survey, only 17 per cent of respondents rated lawyers as highly trustworthy, placing them below doctors and teachers, but still slightly above salespeople. Combine the two, and you get a mix that can feel awkward at best.

The encouraging part, though, is that great lawyers already apply the core principles of good sales. They build trust, solve complex problems and form long-term relationships. The real shift is in mindset: moving from ‘selling’ to consultative relationship-building – something most great lawyers are already doing when supporting their clients.

People buy you first: know, like, trust

Before any formal sales process begins, clients make decisions based on who you are, not just what you offer. People don’t simply buy legal services – they buy relationships. That trust is built progressively, in three stages: know, like and trust.

Know = network

Visibility builds familiarity, and familiarity lays the foundation for trust. Clients can’t trust you if they don’t know you exist – so step one is simply being seen. Whether it’s through conferences, industry events, internal meetings or casual introductions, showing up consistently opens the door to new relationships.

Your internal network matters just as much as your external one. Collaboration with colleagues isn’t just good firm culture – it’s smart business. Many cross-selling opportunities also start with being visible inside your own firm, where colleagues can introduce you to their clients, and you can offer to join their meetings and add expertise. Staying visible leads to organic collaboration.

Networking doesn’t need to feel forced when approached with authenticity and curiosity. You don’t need a pitch – just a few good habits:

• being prepared with a short, authentic intro and a story that makes you memorable;
• highlighting your firm’s strengths clearly and simply;
• asking good questions: focusing on what, how, and why (ie, making it about clients);
• showing genuine curiosity rather than a polished pitch; and
• approaching conversations as opportunities to create mutual value.

Like = connect

People prefer working with those they like. Likability isn’t just charm – it’s about authentic engagement that happens when you:

• avoid trying to be the smartest person in the room;
• focus on listening in early conversations rather than talking;
• find common ground – shared experiences build trust; and
• show empathy – understand their world, not just the legal issues.

Trust = influence

Trust isn’t built overnight – it’s earned through small, consistent actions. Trust is the foundation of any client relationship. As Tom Pisello said, ’50 per cent of buying decisions today are based on trust.’

Trust is built when the approach is grounded in understanding before advising, consistency in follow-through and asking insightful questions to clarify needs and expectations.

Great lawyers already gather facts, read nuance and tailor their approach based on what they hear. That’s not ‘selling’ – that’s practising law with commercial awareness.

Turning trust into action: need, match and ask

In a legal context, sales are less about persuasion and more about alignment. The actual sales process is straightforward, reflecting best practices from SPIN Selling (Neil Rackham) and experts like Brian Tracy. It’s simple, practical and effective – even in law:

• Identify the need – what problem are they trying to solve?
• Match the solution – how does your expertise solve it better than others?
• Ask for the business – confidently and clearly invite them to work with you.

Lawyers often rush this process, assuming they already understand what the client needs. But skipping the discovery stage can come across as pushy and lead to missed opportunities.

From conversation to opportunity: real-life examples

Example one

A client says, ‘We’re expanding into a new market, and it’s been a headache figuring out compliance.’

Rather than jumping in with a solution, ask: ‘What’s creating the biggest friction?’ or ‘What kind of legal help have you used so far?’

Once you understand the full picture, say: ‘We’ve helped others in similar scenarios. Would you like us to take a look?’

Example two

A general counsel is struggling with ESG reporting across jurisdictions. Rather than jumping into your ESG pitch, ask: ‘Where are you feeling the most uncertainty or exposure right now?’

Example three

A client involved in a workplace investigation is worried about reputational risk. Rather than diving into procedure, ask: ‘What are you most concerned about if this becomes public?’

These moments are where legal expertise meets business empathy and where real relationships are built.

Ask before you answer: the art of great questions

In legal sales, questions are your most powerful tool. According to Rackham and Carlisle, skilled negotiators spend 38.5 per cent of their time asking and clarifying, compared to just 18 per cent for average negotiators.

Questions help to uncover pain points, clarify priorities and build connection and trust.

High-impact questions are especially important to show empathy and reveal needs. Examples of these are as follows:

• ‘What’s the biggest challenge you’re facing in this area?’
• ‘How are these issues affecting your business day-to-day?’
• ‘What would a successful outcome look like for you?’
• ‘Have you worked with legal counsel on this before? What worked or didn’t?’
• ‘What’s the timeline or pressure around solving this issue?’

Fear of ‘sales’ and avoiding traps

Let’s face it – many lawyers avoid sales because they associate it with rejection, self-promotion or simply not knowing how to start. But what if business development wasn’t about pushing anything at all?

That shift in perspective can make a big difference. Lawyers who view sales as a form of service – an extension of their legal practice – often get into more meaningful conversations, deeper relationships and unexpected opportunities.

Of course, mindset isn’t everything and even experienced professionals make missteps. Being aware of common traps can help to avoid them:

• pitching too early before fully understanding what’s needed;
• trying to impress with complexity – keeping it clear and simple builds confidence;
• inconsistent follow-up – small lapses disrupt credibility quickly;
• treating business development as secondary and missing opportunities as a result; and
• avoiding pricing discussions – once the trust is there, price becomes a discussion, not a barrier.

What you can do tomorrow: practical habits

There is no need for a perfect sales pitch to get started. Small habits build consistency:

• Reconnect with one former client this week.
• Schedule one short call just to listen.
• Ask one colleague to introduce you to someone in the network.
• Block 30 minutes a week for follow-ups and outreach.

Business development doesn’t begin with a pitch. It begins with curiosity and care. Treating business development like a recurring client and making time for it will bring results.

The bottom line for lawyers

Selling in law isn’t about persuasion – it’s about being helpful. Clients don’t hire the smartest lawyer – they hire the one who listens, understands and helps solve their problems.

Lead with curiosity. Build trust. Guide instead of push. When you network to be known, connect to be liked, and understand to be trusted, the sales process – need, match, ask – becomes the natural next step. Sales stops being awkward and becomes what great lawyers already do every day: helping clients solve important problems.