When I think about the most impressive people I’ve known, my uncle is always at the top of the list. He spent his career in Major League Baseball—first as a player, then as a coach with the New York Mets for over 30 years. By all accounts, he had an illustrious career. But what struck me wasn’t the stories he could tell about the game, even though he was an incredible storyteller. It was how he showed up in conversations with me—both when I was younger and, even more so, in my adult years since starting my practice. Every time we talked, he wanted to hear about my world. How was my business going? What was I working on?

Here was someone who had every reason to lead with his accomplishments, and instead, he led with curiosity. He had nothing to prove. His genuine interest made me feel seen, valued, and connected.
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That same quality—intellectual curiosity—is one of the most underrated advantages in business development. Too often, professionals fall into the trap of thinking they need to showcase their expertise, credentials, or successes. But the people who win the trust and loyalty of clients are the ones who turn the spotlight around. They ask thoughtful questions, they listen closely, and they show real interest in what matters most to the other person.

There were two lawyers in the same firm, from the same practice group, with nearly identical credentials. Their approach to business development sent them down very different paths.

Susan stayed in touch with past clients — sending relevant articles, asking thoughtful questions, and making introductions. One day, she sent a short email asking how business was going. That email led to a conversation, which ultimately resulted in a six-figure engagement. Why? Because she stayed visible and engaged.
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Stephen, on the other hand, focused solely on client work. He assumed his expertise would speak for itself. But over time, his pipeline dried up. Not because he was less capable, but because he was out of sight and out of mind.