This piece was first published in the Trial Lawyer’s Journal, Vol. I. Visit our website for subscriptions and more information.
For years, business professionals have been taught that referrals can only be generated through a few conventional methods:
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Frequently asking clients and contacts in your network for referrals.
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Adding promotional phrases like “Your referral is the greatest compliment” or “I’m never too busy for your referrals” to email signatures and newsletters.
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Devoting significant time to networking in hopes of building recognition and future referrals.
But have you ever questioned why these approaches dominate referral strategies?
If you’ve tried these tactics, you likely found them ineffective, time-consuming, or uncomfortable to maintain. Most attorneys desire referrals but hesitate to use pushy or gimmicky methods to get them. This often leaves them relying on hope—hope that their excellent work will naturally lead to referrals.
However, as the saying goes, hope is not a strategy.
Traditional referral strategies stem from outdated sales frameworks, which typically consist of two components—prospecting and marketing.
Conventional Sales Approaches
A prospecting plan involves short-term tactics such as cold calling, attending networking events, and joining leads groups. These activities aim to quickly connect with potential clients. Meanwhile, marketing plans focus on longer-term strategies like advertising, sponsorships, social media, and public relations to attract prospects.
While both prospecting and marketing play vital roles, they form an incomplete framework. A robust sales strategy needs a third element: a dedicated referral strategy that operates independently of prospecting and marketing.
The Pitfalls of Merging Referrals with Prospecting or Marketing
When referrals are forced into prospecting, the advice typically centers on asking for referrals—who, when, and how to ask—despite its ineffectiveness and discomfort. Similarly, marketing-based approaches often involve promotional gimmicks like referral-themed email signatures or newsletter sections, which feel impersonal and salesy.
The issue with both approaches is a misunderstanding of the referral dynamic. Unlike prospects targeted by prospecting or marketing, referrals depend on relationships with referral sources—the individuals who recommend you. These relationships require a distinct strategy focused on nurturing trust, not pitching services.
What Makes Referrals Different?
Referrals stem from genuine, trusted relationships with referral sources, eliminating the need for direct asks, promotions, or gimmicks.
Effective referral strategies focus on meaningful, memorable interactions. Standard marketing tools like newsletters, brochures, or occasional calls rarely build strong connections. Instead, intentional, consistent outreach—around 5 to 7 touchpoints per year—helps maintain relationships and reinforces trust.
Developing a referral plan begins by identifying your referral sources and tailoring outreach to resonate with them. For instance, Amanda Mingo, a personal injury attorney in Charlotte, and Neil Tyra, an estate planning attorney in Maryland, had unique strategies aligned with their practices and personalities.
Examples include thoughtful gestures like sending Wonder Woman-themed water bottles for Mother’s Day or hosting virtual beer tastings with a professional brewer. Alternatively, strategies can focus on meaningful conversations or shared interests without extravagant gifts or events.
Key Takeaways for Building a Referral Strategy
Generating referrals requires abandoning the prospecting and marketing mindset. Instead, focus on nurturing relationships with referral sources who trust you enough to put their reputation on the line.
Relationships fuel referrals, so your strategy should prioritize authentic, consistent engagement tailored to your referral network. Take the time to design your referral plan and transform your sales approach into a three-legged stool with referrals as a vital pillar.
