Backing The B-Side: Business Development Ideas for Quiet Performers
Every professional services firm has them. The ones who get on with the job. They’re capable, dependable and rarely cause a fuss. They deliver quality work and consistent value. They’re often the glue that holds things together.
They’re not the squeaky wheels. Or the ‘celebrity’ names. Or the loud voices in meetings.
But they’re the people you need on your team. And they’re often overlooked when it comes to business development (BD) support.
Which is a mistake.
Your Hidden Hits Are Already Here
In music, the B-side was once seen as the throwaway track. The flip side of the single. But over time, some of the B-sides became the songs everyone remembers. How Soon Is Now? by The Smiths. Silver Springs by Fleetwood Mac. Into the Groove by Madonna. The Sweetest Thing by U2.
The same is true for many professionals. They’re not chasing headlines but to label them ‘B-Players’ (DeLong & Vijayaraghavan 2003) feels, well … like a put down. DeLong’s seminal paper in fact underscores the critical value of the ‘B-Player’ to a business over-and-above the ‘A-Team’. They identified strengths in the B-Players, which are also Business Development ‘superpowers’.
• They are deeply familiar with your systems, clients, and expectations.
• They have strong, tested technical expertise and are trusted by peers.
• They quietly deliver quality work that makes clients feel comfortable and the firm look good.
• They are reliable contributors when others exit, stumble, or burn out.
In short: they’re your hidden hits.
The Challenge Isn’t Ability. It’s Opportunity.
Firms often invest BD resources in two areas: their stars and their strugglers.
Stars already have momentum. They’ll succeed with or without support - although well-targeted help can give them lift.
Strugglers may need triage and that support can pay off, but often takes time and care.
Your B-sides? They’re sitting in the middle. Steady. Strong. And often skipped-over because they’re not asking for attention.
Yet they offer something rare: high marginal return on modest investment.
Three Things You Can Do
1. Ask Them What They Want
Most business development plans I see include measurements on:
Growing existing client relationships
Developing new services
Tapping into new markets
Securing higher value work
Attracting new clients
Enhancing reputation and rate acceptance
What’s often missing is this question: “What can the Firm do to help you achieve your plan and enjoy your practice?”
This question shifts the conversation from performance measuring to collaborative contributions. After all, it’d be witless if management said, “we’ll measure you on it, but we won’t help you with it.”
So, if your professionals are unsure about what they want, then...
2. Provide Tailored Support
Big firms have dedicated in-house sales experts and villages of vendors. That means professionals can assemble a bespoke BD support package with individual coaching, mentors, market analyses, profile-raising, pitch help, and more.
Smaller firms can easily adopt this approach. For example, with shared budgets, self-directed learning and on-demand support from a hand-picked squad of trusted advisors.
The point is to assist experienced professionals build their own ‘BD Bear’ - choosing support based on their comfort zone and goals, urgency and time horizons, and the firm’s expectations.
One senior lawyer I know, never one for podiums or ‘shouty’ socials, grew her client base simply by joining an expert working group and contributing quietly, consistently.
Because Business Development doesn't have to be ‘salesy’.
Read more about an alternative approach here How To Build a Successful Practice? Stop Focusing on Winning Work
3. Invite Them to Collaborate
If your firm’s future depends on more collaboration, whether that’s cross-practice initiatives, strategic client programs, or new solutions, then start here.
Ask one of these professionals to:
Interview a client as part of a feedback program.
Lead a workstream in a cross-functional pursuit.
Share sector insights in client roundtables.
They might not self-nominate. But with the right support they often excel.
In fact, some of the most valuable feedback I’ve seen has come from client interviews conducted by senior, reserved partners who brought no agenda other than curiosity and care.
Read more about that here … Why Your Partners Should Run Your Client Listening Interviews
Offer Before It’s Requested
Perhaps the most important point: don’t wait for them to ask.
These professionals rarely put their hand up. Not because they don’t want to grow, but because they’re focused on delivering value. They might not even realise the type of support that is available to them.
So make the first move. Extend the invitation. Share the opportunity. Give them the tools, not just the expectations.
You might be backing the next great hit. The one that was there all along, waiting to be heard.
WANT MORE?
Online Workshops: Business Skills For Lawyers by Sue-Ella and Sam Coupland, FMRC.
Personal Business Development Sounding Board for Service for Partners: BD45
DeLong T.J. & Vijayaraghavan V., (2003) Let’s Hear It For B Players, Harvard Business Review, June Issue
DeLong T.J. (2003) Are You Supporting Your B Players? , Working Knowledge, Harvard Business School
Spencer N. and Mister M. (2024) Managing Your Leadership Career In Law. Elgar Publishing
By Sue-Ella Why The Rainmaker is Dead. The New Rules For Winning Work
Sue-Ella is the Principal of Prodonovich Advisory, a business dedicated to helping professional services practices sharpen their business development practices.
She works with Law Firms and Business Advisory organisations that focus on client relationships, and with individuals who want personal, intelligent support.
Linkedin https://www.linkedin.com/in/sueella-prodonovich/
©Prodonovich Advisory. Please respect our copyright and the effort taken to produce the original material in this article. This article, and any portion of it, may not be reproduced or used in any manner whatsoever without the express written permission of the author.