I just got back from packing up and moving out of our house in Rancho Mirage. We sold it recently, and it was bittersweet. We loved that house and the memories we made there, but it just wasn’t the right investment for our family in the long run.

It was 117 degrees while we packed (which we won’t miss), and we decided to drive the full nine hours back to Truckee in one shot—kids, U-Haul trailer, and all. We assumed it would be too much, but it turned out to be doable. Tiring, yes. But worth it.

And it got me thinking…
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In business development, we often cling to strategies, habits, or even relationships because of how much time or effort we’ve already put into them, even if they’re no longer serving us. Like a vacation home that used to make sense but now drains more than it gives.

As someone who raced cross-country mountain bikes for years, I know firsthand that the key to riding fast, especially on tough terrain, isn’t just about fitness. It’s about staying relaxed, even when the trail gets rough. The more relaxed you are, the more control you have, and with more control comes speed, both uphill and downhill.

That’s why I was especially excited to see Christopher Blevins at the top of the men’s mountain biking World Cup standings, something we haven’t seen from an American male in this European-dominated sport in over 30 years.

His secret? As Blevins says, “Cross-country racing is a game of how much you can be at ease with effort.” Most elite riders understand this concept. The ones who can truly master it are the ones who rise to the top.
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This mindset applies to business development, as well.

Last week, I was talking with a client who felt stuck. She had sent over ten thoughtful check-in emails to former clients, people with whom she had strong relationships, and mainly received silence in return. A couple of polite replies, but nothing that led to a conversation.

She asked, “Should I stop trying? I don’t want to come across as annoying.”

I told her, “This is actually what business development looks like. You’re practicing professional persistence.”

That phrase has come up a lot lately. The hardest part of BD isn’t the strategy; it’s the follow-through. It’s finding a natural rhythm to stay in touch, showing your contacts that you’re thinking about them and available, without being a nuisance.
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And it works.

The day before our first Little League game, one of my son Lukas’s teammates, Ryden, showed up to practice with his arm in a cast. He was devastated. He had been looking forward to playing baseball all year.

But he didn’t think about going home.

Instead, he asked if he could still be part of the team. I said, “Of course!”

Ryden stayed. He ran drills as best he could. He even took batting practice — one-handed. Lukas couldn’t stop talking about it for days. Neither could some of the other kids.
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And to be honest, I couldn’t stop thinking about it either.

Now that Easter and Spring Break are behind us, it’s a great time to reset and refocus.

Coming out of spring break, a few clients mentioned having a hard time finding their rhythm again. Honestly, I felt it, too. We were down in Palm Springs for the week with the family, and it took me a couple of days to get my own BD swing back. That stuck with me, so let’s talk about how to get the wheel turning.

There’s a moment in business development when things just click.

You’re not pushing as hard, yet conversations feel easier. New opportunities show up more regularly. It’s like a flywheel finally catching speed.

That’s not magic; it’s momentum.

The professionals I coach who consistently generate business aren’t necessarily the most connected, the most charismatic, or the loudest voices in the room. They’re the ones who keep showing up. They check in with their network. They follow up. They ask better questions. And over time, those small, intentional actions start to compound.
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That’s the BD flywheel.

Business development is still about curiosity, follow-up, and staying visible. That hasn’t changed. What has changed is how efficiently we can do those things if we’re willing to experiment. AI won’t do the work for you, but it can remove friction and help you move faster.
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Professionals who integrate AI into their BD routines are freeing up time, staying more visible, and following through more consistently without having to work harder or become “tech people.”

​Here are a few areas where I’m seeing AI make a real difference:

Do Awards Actually Drive Business or Just Ego?

I can’t help but think about this on a regular basis. I see so many lawyers and consultants posting about awards on social media, such as Super Lawyer, Top Consultant, and 40 Under 40. And to be clear, I think it’s great that people get recognized. That stuff matters to them, and I get it.

But I gotta wonder—how much of this self-promotion actually helps grow their business?
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Does it lead to new clients? Or is it just another feel-good post that gets a few likes and disappears?

The Mental Game of BD: Lessons from Mikaela Shiffrin's Resilience

​Mikaela Shiffrin recently hit an incredible milestone, her 100th World Cup victory. That’s a staggering achievement in an already legendary career. She’s the most decorated Alpine skier in history, with 15 World Championships, three Olympic medals, and wins across all six disciplines. And she’s done it in a sport traditionally dominated by Europeans. But here’s what’s even more impressive: it’s not just about the stats; it’s about what it took to get there—resilience, discipline, and the mental strength to push through setbacks.

I was coaching two consultants based in São Paolo who were preparing for a major client pitch. When I asked how they planned to approach the meeting, they confidently laid out their strategy:

“We’ve compiled a detailed PowerPoint deck with our qualifications, case studies, and bios. We also have a one-page leave-behind. Once we get there, we’ll dive into the presentation and then tell them how we can solve their needs.”They saw the meeting as a chance to prove their expertise. This certainly seemed logical, especially since it was how they had always done it.

I said, "Okay, I want you to do something completely counterintuitive."

I told them to scrap the PowerPoint and the leave-behind. Instead, I wanted them to walk into the meeting with a blank notepad, a pen, and a list of well-researched questions about the company’s business and challenges.
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“I want you to approach the meeting as if you’ve already been hired,” I said. “Forget ‘pitching’—just have an open, engaged conversation.”