How Law and Accounting Firms Can Turn Training Into a Business Growth Strategy
When I talk to firm leaders about training, I always start with a simple question: Do you believe in it? Have you seen it work? Are you willing to invest in it?
Hearing their answers, I learn a lot. That’s because some law firms and accounting practices embrace training as a key driver of business growth, while others see it as an occasional expense with uncertain ROI.
The reality is that sales training can be one of the most powerful tools for growth — if approached strategically. The firms that get it right don’t just “do” training, they integrate it into their business development strategy.
Who Benefits Most from Sales Training?
Not every professional needs sales training at the same time, but in my experience, three groups benefit most:
Laterals – Given the financial investment firms make in lateral hires, it only makes sense to invest in their success. Training helps laterals build their book of business faster and integrate seamlessly into their new firm’s sales culture.
Up-and-Comers – These individuals are already on a growth trajectory and are eager for training that accelerates their progress. They have the motivation, which makes them prime candidates for development.
New Hires – While new employees benefit from learning the firm’s culture and business practices, sales training may not be their priority early on. It’s often more effective to introduce training once they’ve settled into their roles.
Strategically targeting training to those who are most ready for it ensures better engagement and stronger outcomes.
Selling Training to Your Leadership
If leadership isn’t already fully bought into training, I recommend starting small. When I work with firms hesitant to invest, I begin with a pilot program.
Here’s my approach:
Identify a small group of professionals who are hungry for training and committed to applying what they learn.
Conduct an initial skills assessment — what do they already do well and where they struggle.
Gather manager input to align training goals with business priorities.
Implement a focused six-month training program, covering three to four critical sales techniques.
Track progress, comparing pre-training activity with post-training outcomes (e.g., number of new business pitches delivered).
Present the results to leadership as concrete proof of training’s impact.
Once your leadership sees real improvement, they’re far more likely to expand training efforts across the firm.
Making Sales Training a Strategic Advantage at Your Firm
The key to making training a true business growth strategy is to measure what matters. I focus on activity-based KPIs, such as:
Networking Contacts Made – Helps professionals expand their pipeline through events and informal connections.
Discovery Calls Scheduled – Indicates how well they apply prospecting techniques learned in training.
Follow-Up Meetings with Decision-Makers – Shows progress in advancing sales conversations.
Proposals Delivered – Demonstrates movement from discovery to presenting solutions.
Tracking these metrics doesn’t just prove training effectiveness — it helps your firm fine-tune its business development efforts. When training is integrated into your firm’s broader growth strategy, it stops being an isolated initiative and becomes a core driver of success.
Additionally, when your firm truly integrates training into your growth strategy, it makes professional development part of your culture. You will weave it into onboarding, professional development plans and your performance reviews. When training is embedded at every level, it ceases to be a one-time event and becomes a sustained driver of growth.
Sales training isn’t just a cost; it’s an investment in future revenue. When your firm recognizes this, you turn training into a competitive advantage — and will see real growth.
Need a coach, mentor or accountability partner to boost the effectiveness of training at your firm? I’m only a call or email away.
