Most succession plans miss the mark. Not because there’s no talent on the bench, but because the bench isn’t being prepared for the real game ahead: driving growth.
Too often, firms invest heavily in developing technical expertise but neglect the commercial side of leadership. They elevate future partners based on delivery excellence and institutional knowledge, not because they’ve demonstrated the ability to lead conversations, build trust, or expand client relationships.
That’s the trap. And it slows or even reverses growth during the succession window.
Rainmakers Aren’t Born. They Are Built.
If your next generation of leaders isn’t ready to own revenue, you’re not only stalling but also setting the stage for a long-term drag on firm performance.
Client development isn’t a soft skill. It’s a system. A repeatable process grounded in psychology and supported by behaviors. When future partners lack these muscles, you see symptoms:
Fee sensitivity from clients who don’t see differentiated value
Long sales cycles with “friendly ghosts” who never commit
Frustration from top talent who were never shown how to develop a business
Low cross-sell activity and stalled expansion in existing accounts
Firms that ignore this dynamic assume their next leaders will "figure it out." Most don’t.
Rainmaking can be learned, but only if taught early, reinforced consistently, and coached with the same discipline firms apply to technical skills.
What Strategic Alignment Really Requires
If your succession plan doesn’t include revenue readiness, you’re out of alignment.
Building a high-performing next-gen team means giving them not just a seat at the table, but the ability to hold that seat with confidence. That requires:
Equal Business Stature: Teaching them how to engage clients as peers, not as subordinates or “order takers.”
A Repeatable Sales System: So they’re not winging it. Your firm wouldn’t run 10 different billing platforms, so don’t let each partner run their own sales playbook.
Coaching Culture: Succession isn’t an event. It’s a transition. And it requires ongoing development to stick.
Client Leadership: Your next leaders must know how to lead client expectations, not just manage deliverables.
Without these competencies, you’re handing over the keys to someone who knows how to drive the car but not how to build the highway.
Don’t Let Technical Talent Become a Growth Bottleneck
We’ve seen it time and again: well-respected professionals move into leadership roles with no training in business development, and revenue stagnates. Not because they’re not smart, but because they were never given the mindset, tools, or systems to lead growth.
They default to delivery, avoid difficult conversations, hesitate on pricing, and treat client expansion as optional rather than expected.
And the firm plateaus, just as the previous generation is ready to hand it off.
What to Do Next
If you’re a Managing Partner or VP of Sales and you’re serious about long-term firm performance, take a hard look at your next generation. Ask:
Can they lead high-stakes conversations with C-level buyers?
Are they creating consistent, measurable business development activity?
Do they understand how to build trust without falling into the “free consulting” trap?
Are they clear on their role as both client advisor and revenue driver?
If not, you’ve got time, but not forever. Succession without growth readiness is just a baton pass into quicksand. Don’t assume technical excellence will evolve into commercial leadership without a plan.
Need help building your next generation of rainmakers? Let’s talk.
