While rainmaking is probably one of many good reasons an individual is moved into an Office Managing Partner leadership role, the more distance from the day-to-day requirements for rainmaking, the more inevitable is the erosion of those skills. Business development is often the last thing on an OMP’s to-do list and the first thing that gets thrown overboard when priorities conflict.
At the same time, it is difficult if not impossible for a firm or office leader to build rainmaking competence within the firm without continuing to practice and exhibit those rainmaking skills themselves. When you figure the annual crop of associates that think the practice of law is just about the law they practice and that all their time is taken up by that alone, OMPs must lead a successful rain dance for every member of the firm, starting at the top.
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