I’ve had a hell of a vacation.

Four canceled flights. A hotel Wi-Fi issue that forced me to reschedule a group coaching session. Throw in a few other travel headaches, and this has easily been one of the roughest stretches of travel I can remember.

In fact, I’m writing this from an airport lounge after that fourth canceled flight, still trying to get home. Wish me luck.

What has been interesting through all of this is seeing how differently people respond when things go wrong.

Some people seemed completely indifferent. A few were downright rude and acted like I was somehow ruining their day by asking for help. I was already dealing with a canceled flight, and somehow I walked away feeling like I was the problem.

Others were fantastic. They listened, understood why I was frustrated, and did what they could to help. They couldn’t always fix the problem, but I never expected them to perform miracles. I just wanted to feel like someone cared and was trying to help. That alone made a huge difference.

In some cases, the problem was essentially the same. The response was completely different, and so was the way I felt about the company afterward.

It got me thinking about a question I often ask my clients:

Are you chasing the next opportunity, or are you building a long-term relationship?

We tend to think of business development as everything that happens before the work comes in. You build the relationship, have the meetings, learn about the client, and hopefully win the engagement.

​I think that misses a big part of BD. What happens after you get hired is every bit as important as what you did to win the work.

You might be the person who originates an engagement and then hands the work off to a colleague. Once you do, are you checking in occasionally with your colleague and the client to see how things are going?

That’s managing the relationship, not just the engagement.

Your colleague may be responsible for the work, but you can still stay connected. A quick check-in can uncover an issue early and remind the client that the relationship matters to you.

This becomes even more important when something goes wrong.

Clients know that doodoo occurs. They don’t expect everything to go perfectly all the time. What they will remember is how you handled things when it didn’t.

I saw that firsthand during this trip. Some companies frustrated the hell out of me. Others had people who stepped in and genuinely tried to help. They couldn’t always solve the problem, but how they handled it mattered.

In some cases, it kept my loyalty.

In The Business Development Shift, I talk about moving away from chasing transactions and toward building relationships that last. There’s nothing wrong with pursuing the next opportunity. The mistake is becoming so focused on what’s next that you stop paying attention to the relationships you’ve already built.

Some of the best business development happens with people who already know and trust you. One engagement leads to another, and sometimes to an introduction or referral you never saw coming. That’s the long game.

When something goes wrong, don’t disappear or make the client chase you. Own what you can, communicate, and let them know what’s going on. How you handle those moments says a lot about what it’s like to work with you.

Great work and expertise obviously matter. If you want a relationship to last, how you show up along the way matters just as much.

This week’s gut check: Are you spending all your time chasing the next opportunity, or are you also taking care of the relationships you’ve already worked hard to build?

​A topic has come up in several of my coaching conversations recently.

I talk a lot about approaching business development with curiosity. Instead of reaching out because you want to tell someone about your firm or your services, reach out because you’re genuinely interested in their business, what they’re seeing in the market, and what they’re thinking about right now.

Recently, a few clients have pushed back on me.

“Doug, doesn’t that still sound like a sales line?”

It can, and I think that’s an important distinction.

Saying, “I’d love to hear what you’re seeing in the market” is certainly better than asking for 30 minutes to talk about your capabilities. The person on the other end may still be thinking, Why should I spend 30 minutes telling you what I’m seeing?
Curiosity is the right mindset. It just may not be enough to motivate someone to meet with you.
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This is where I think we need to be a little smarter about prospecting. Give people a reason why the conversation might be useful to them, too.

​One of my clients gave me a great example of this today.

His firm recently brought in a team of lawyers with expertise the firm didn’t have before. He immediately thought about several contacts who had asked about that capability in the past.

Now he has a natural reason to reach back out.

“I remember you asking me about this a while back. We recently added a team that does exactly this work. I thought it might be useful for you to know them, and I’d be happy to make an introduction.”

He isn’t manufacturing a reason to get on someone’s calendar. He remembered something that mattered to the client, something changed on his end, and he connected the dots.

There are plenty of other reasons to reach out. You might be hearing the same concern from several clients and think it would be useful to compare notes. A shift in the market could give you a reason to ask how it’s affecting their business. Or you may simply come across something in another conversation that makes you think, John would find this interesting.

The point is, the reason doesn’t always have to lead back to your services. Sometimes you simply have something useful to share.

Ultimately, I think the test of a good BD meeting is pretty simple. You want the client to walk away thinking:

“That was time well spent. I learned something I didn’t know before.”

They might learn about a capability they didn’t know your firm had. They could hear how their peers are dealing with an issue they’re facing or walk away with a different way to think about something.

That’s value, even if there isn’t an immediate opportunity for you.

Before your next outreach, ask yourself two questions:

Why would this person want to have this conversation?

What might they walk away knowing that they didn’t know before?

If you have good answers to those questions, you probably have a good reason to reach out.

This week’s tip: Don’t measure smart prospecting by whether you got the meeting. Think about whether you can make the meeting worth their time.
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If they walk away thinking, “I’m glad we had that conversation,” you’re doing business development the right way.

​Over the past few weeks, I've noticed a common theme in my coaching conversations.

Many of my clients have been taking on the 4-Week BD Challenge. The assignment is simple enough: reach out to one business contact each day, five days a week, for four weeks.

A couple of weeks into the challenge, I usually hear the same question.

"Doug, I'm doing the outreach. Why isn't anything happening?"

It's a fair question. But I usually tell them they're asking the wrong one.

In business development, we spend far too much time measuring outcomes and not enough time measuring consistency. That's a misleading way to judge progress because the results rarely show up on our timetable.

Somewhere along the way, we've developed unrealistic expectations about business development. We send an email, reconnect with a former client, attend a networking event, or have coffee with a referral source, and if nothing happens within a few weeks, we start wondering whether it was worth the effort.
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That's not how relationships work.

​I'm writing this from our vacation home in British Columbia, where my family and I are enjoying a few weeks away.

One of the highlights of the trip was spending a day on the water in a Zodiac, watching a pod of orcas hunt seals.

It was an incredible experience.

What struck me most wasn't the hunt itself. It was how the orcas behaved. They were quiet and relaxed. Nothing looked forced or loud. Every movement had a purpose.

Our guide explained that hunting seals is very different from hunting salmon. Seals are much smarter, making them far more difficult to catch. Success depends on patience, coordination, and knowing exactly when to act.

As I watched them, I realized they weren't trying to create more opportunities. They were completely focused on the opportunity in front of them.
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That stayed with me long after we headed back to shore.

Over the years, I've noticed it's easy to mistake a full calendar for progress. They're not always the same thing.

The professionals who build strong practices over time aren't necessarily the busiest. They're usually the most deliberate about where they invest their time and attention.

I've intentionally kept my schedule lighter during this vacation while continuing to lead group coaching sessions for several key clients. Those relationships matter, and maintaining that rhythm matters too.

I wrote about this in The Business Development Shift. Sustainable business development isn't about trying to do everything. It's about making thoughtful choices, investing in the right relationships, and being consistent over time.

Watching those orcas reminded me that progress doesn't always come from moving faster or making more noise.

Sometimes it comes from staying patient, staying focused, and knowing when to act.

I know we're in the middle of summer, and things tend to slow down for many people.

Use that to your advantage.

Before your calendar fills up again this fall, choose one relationship that deserves more of your attention.

Reach out. Schedule a coffee. Make the call.

The best business development rarely comes from making more noise.
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It comes from knowing where to focus your effort.

​As we wrap up the first half of 2026, I always find this to be a good time for reflection, a reset, and a refined focus.

It's been an incredible year. The Business Development Shift launched in March, my coaching practice continues to thrive, and Aja and I have loved watching our kids grow into thoughtful, curious, and fun little humans.

Like most years, it hasn't all been positive.

We've lost loved ones. Both of our kids have spent time with the orthopedic doctor after breaking bones. Like most things in life, not everything is going to be rosy, especially when we're willing to stick our necks out in pursuit of learning and growing.
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I've never been a big fan of staying in the comfort zone where everything feels safe. Earlier in my career, I spent too much time there. I avoided risk because I wanted to avoid failure, and over time, I found myself losing the passion I once had for my work.

Everything changed when I started my own coaching and consulting practice ten years ago. The risk was high, there were plenty of bumps in the road, and more than a few sleepless nights. Looking back, I wouldn't change a thing.

I often joke with my coaching clients that many of the lessons I teach came from my own failures. The good news is I've made enough mistakes over the years to write a book.

Many of the stories in The Business Development Shift grew out of those experiences. They didn't come from everything going according to plan. They came from taking chances, making mistakes, learning from them, and getting back up to try again. Those experiences shaped who I am today, both as a coach and as a business professional.

Looking back, I'm grateful for both the successes and the setbacks because they've reminded me that growth never really stops. No matter where we are in our careers, there's always another lesson to learn and another opportunity to improve.

Whether you're celebrating the Fourth of July this weekend or simply enjoying a few extra days to slow down, I hope you'll take a little time to reflect on the first half of the year.

Have you become a little too comfortable in your business?

Maybe there's a relationship you've been meaning to reconnect with. Maybe there's an opportunity you've been putting off because the timing never seemed quite right. Or maybe it's simply time to try something you've been hesitant to do.

I've learned that growth and comfort rarely travel together for very long. Some of the best opportunities in my career started with taking a chance, even when the outcome was uncertain.

The nice thing about reaching the halfway point is that there's still plenty of time to write a different ending to the year.

However you spend the next few days, I hope you have a chance to relax, recharge, and spend time with the people who matter most.
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I'll look forward to reconnecting with you next week.

​This past Monday, I took my son, Lukas, to the FIFA Club World Cup match at Levi's Stadium. It was Jordan vs. Algeria, and we honestly didn't know much about either team, but that didn't matter.

The atmosphere was incredible. Fans from both countries filled the stadium with nonstop energy, and you couldn't help but get caught up in it. It was one of those experiences we'll both remember for a long time.

As the game went on, I found myself paying less attention to the score and more to how the teams played.

Neither team had a global superstar like Messi or Ronaldo who could simply take over the game. Every player had a job to do. They defended together, attacked together, and trusted one another. When someone made a mistake, another teammate was there to cover for them.
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It reminded me of this U.S. Men's National Team. This has been one of their best World Cup starts in years. They've benefited from strong leadership, a clear identity, and a system where every player understands what's expected of them. Talent matters, but culture and leadership have made the difference.

​Watching them reminded me of something I see in professional services firms.

Too many firms believe growth comes from finding more star rainmakers. I think that's the wrong question.

The better question is this:
How do you create a culture where everyone helps the firm grow?

The firms that consistently outperform their competitors usually aren't built around one or two people bringing in all the work. They're built around dozens of professionals who understand they have a role to play.

Some bring in new clients. Others expand existing relationships. Some make introductions across the firm. Others recognize opportunities because they know their clients well and stay engaged with them.

Individually, those contributions may seem small. Collectively, they're often the difference between firms that grow consistently and those that ride the highs and lows of a few rainmakers.

I've always believed that hunting in packs is far more effective than hunting alone.

So here's my challenge for you this week.

Find one way to help a colleague strengthen a client relationship.

You don't have to bring in the next big client. Sometimes the biggest contribution you can make is helping someone else succeed.

As Lukas and I walked out of Levi's Stadium Monday night, I kept thinking about what made those teams so enjoyable to watch. It wasn't the individual talent. It was how hard they worked for each other.
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The best firms do the same thing.

Businesses go into slumps. Professionals do too.

Sometimes it feels like nothing is working. The calls aren't being returned. Prospects go quiet. Referrals slow down. You attend an event, have a few good conversations, and a few months later, you find yourself wondering whether it was worth the effort.

I've certainly been there.

What struck me about the Knicks' comeback wasn't the final shot. It was the fact that they were still fighting when most people had already decided the outcome.

I wonder how often we do the same thing in business development.

How many opportunities have we given up on too soon?

How many relationships have we stopped investing in because we didn't see immediate results?

How many conferences, networking events, or meetings have we written off because nothing happened right away?

One of the challenges for professionals is that we like feedback, and we want to see instant results from our efforts. 

Business development rarely works that way.

Some of the best opportunities I've had in my career came months, and sometimes years, after the initial conversation. At the time, there was no indication that anything meaningful was happening. Looking back, something was happening. I just couldn't see it yet.

The funny thing about business development is that there isn't always a scoreboard.

We like scoreboards because they tell us whether we're winning or losing. Business development rarely works that way. Relationships develop quietly. Trust builds slowly. Opportunities often appear long after we've stopped expecting them.

That's why the Knicks game resonated with me.

Not because they came back but because most of us would have assumed the game was over.

​I remember when people said the internet was a fad.

Some people embraced it early. Others dismissed it completely.

“People will never buy things online.”

“Clients will still want everything done the traditional way.”

“This whole thing is overhyped.”

Now it’s hard to imagine life without it.

Just look outside. Amazon trucks are everywhere. Ordering something online has become so normal that we barely think about it anymore. We’re practically on a first-name basis with the Amazon drivers who deliver to our house.

What once felt disruptive simply became part of everyday life.

I think we’re going through that same kind of moment again with AI.

​Honestly, I understand why people are skeptical.

One of the biggest complaints I hear is that AI-generated content feels fake, generic, and inauthentic. I would agree in some cases.

I’ve heard several clients scoff at LinkedIn lately.

“Everything on there is written by AI now, so what’s the point of even reading it?”

I understand the frustration, yet my reaction is usually pretty simple: who cares whether AI helped write it?

What I care about is whether the message was relevant, helpful, or made me think differently about something.

That’s what matters.

Some articles are thoughtful. Some are terrible. Some social media posts are insightful. Others add no value at all. That’s always been true, long before AI showed up.

You can usually tell when someone copied and pasted something without adding any real perspective behind it. It sounds polished, but empty.

The problem isn’t really the technology itself. The real issue is whether the person using it is bringing any judgment, creativity, or original thinking to the table.

It reminds me a little of what happened in the music industry years ago.

Traditional musicians used to criticize electronic music producers because they weren’t “playing” music in the conventional sense. Drum machines replaced drummers. Digital software replaced full bands. Synthesizers changed the sound completely.

Yet some incredible music still came out of it.

The tools changed, but creativity didn’t disappear.

A mediocre musician with expensive software still produces mediocre music.

A thoughtful musician can use technology to create something great.

I think AI works the same way.

A shallow professional using AI will produce shallow work faster.

A thoughtful professional can use it to sharpen ideas, prepare better questions, summarize research faster, and create more time for the things that matter most: relationships, judgment, strategy, and trust.

That’s the part I think people are missing.

The professionals who learn how to use AI thoughtfully are probably going to operate differently from those who refuse to engage with it at all.

That’s not because AI replaces expertise. It’s because client expectations are already changing. Clients expect faster responses, better preparation, more personalization, and sharper insights than they did even a few years ago.

At the same time, I don’t think human relationships suddenly matter less because technology is improving. If anything, they may matter more.

When so much content starts sounding the same, people pay closer attention to original thinking and genuine perspective. They remember the professionals who ask thoughtful questions, communicate clearly, and bring real judgment to the conversation.

Anyone can generate an email now. Not everyone can build a trusted relationship over twenty years.

Like many of you, I’m still figuring all of this out myself. Some days, AI feels exciting. Other days, it feels overwhelming how quickly things are changing. Still, I’ve realized something important: ignoring AI doesn’t slow it down. It just slows down your ability to adapt to it.

Twenty years from now, I think we’ll probably look back on this moment the same way we now look back at the early days of the internet.

The question won’t be whether AI mattered.

The question will be whether we were curious enough to learn how to use it while everything was still evolving.

Most professionals are not struggling with a lack of effort in business development.
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They’re struggling with where they’re putting that effort.

I often tell my clients that their most precious commodity is time. Most professionals today are already overwhelmed with client work, internal responsibilities, and constant demands on their attention. If you only have limited time to invest in business development, you need to invest that time wisely.

That’s where many smart professionals get stuck.

Sometimes that means spending too much time researching before a meeting. Other times it’s rewriting an email that was probably good enough two drafts ago, sitting through a networking event without a clear plan, or creating content without thinking about who it is meant to reach.None of those things are bad on their own. In fact, they can all be useful.The issue is whether they are helping you move a relationship forward, or simply helping you feel productive. 

​A few years ago, I worked with a senior professional who told me he was spending several hours every week on business development. When we really broke down where that time was going, very little of it involved actual conversations with clients, prospects, or referral sources.

Most of the time was being spent preparing to have conversations.

At one point, I stopped him and said something that seemed to stick:

Preparation feels productive because it protects us from rejection.

I think there’s a lot of truth in that, especially for highly intelligent professionals. More preparation feels responsible. Another revision feels productive. More research feels disciplined.

Eventually, though, you have to talk to people.

Technology and AI can help shorten a lot of the administrative and research-heavy parts of business development. That’s a good thing. The goal should not be spending more time preparing. The goal should be creating more time for actual interaction and relationship-building.

Most opportunities in business development still come from very human things.

• Checking in with a former client.
• Following up after a meeting.
• Having lunch with someone in your network.
• Reaching out before you’ve had time to overthink it.
  
  

Clients rarely remember who had the most polished slide deck or perfectly worded follow-up email.
They remember who stayed engaged. Who listened. Who consistently showed genuine interest over time without forcing the relationship.

That’s what builds trust.Business development is rarely one big breakthrough moment. More often, it’s small moments of consistency that quietly compound over months and years.

This week, take a look at your own BD efforts and ask yourself a simple question:  Am I actually moving relationships forward, or just staying busy?
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There’s a big difference between the two

​One of the biggest challenges in business development is not the outreach itself. It is what happens after you send it.

You reach out to someone you have been meaning to reconnect with.

You follow up after a good conversation.
You send an article or a quick note to stay in touch.
Then you hear nothing.

No reply. No acknowledgement. No clear signal that anything is happening.
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When that silence happens enough times, it can start to get in your head.

​I see this often with clients, and if I am being honest, it still happens to me too. I have been involved in business development for more than 35 years, and there are still moments when I have to push back against the little voice that starts asking, why has this person not responded?

Did I say something wrong?
Did I reach out at the wrong time?
Should I have waited?

The reality is that silence is part of the process.

People get busy. Priorities change. Emails pile up. Even when someone genuinely intends to respond, the day gets away from them. Most of the time, the lack of response has very little to do with you and everything to do with what is happening on their side.

In The Business Development Shift, I talk about how even very capable professionals can get stuck in their own heads when they are not getting immediate feedback. The absence of a quick response can create doubt, and doubt can slow momentum if we let it.

This is where consistency matters.

Business development is about staying visible in a professional way over time. Not every outreach will lead to an immediate conversation. Not every conversation will lead to an opportunity right away.

That does not mean the effort is wasted.

Some of the best opportunities develop after multiple touchpoints. Someone remembers that you stayed in contact. They remember that you showed interest in their business. They remember that you consistently showed up in a thoughtful way.

Often the reply comes later than expected.
Sometimes much later.

One of the things I remind myself, and my clients, is that we are playing a long game. Our job is to stay present in the market, continue reaching out in a professional manner, and trust that the right conversations will develop over time.

We cannot control when someone responds. We can control whether we continue showing up.

The professionals who build strong practices are not necessarily the ones who get immediate feedback every time. They are the ones who stay consistent even when the feedback loop is quiet.

They do not let the lack of response create a story that stops them from continuing the outreach.
They keep moving.

After 35 years in this field, I can tell you this with confidence: many of the relationships that have turned into meaningful work did not happen after the first outreach. They developed because there was steady, professional visibility over time.

That is the part we can control.

Stay consistent. Stay professional. Stay curious.

And try not to let the silence convince you that nothing is happening.
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Quite often, more is happening than you realize.