I’m a huge “Seinfeld” fan. I’ve probably seen every episode four or five times, and even today, certain scenes make me laugh as hard as they did when I first watched them. I even have a poster with “Seinfeld”-isms behind me in my office, which was a gift from an amazing client. With all the streaming services and thousands of shows available, there’s still something special about Jerry, George, Elaine, and Kramer.
What’s even more interesting is that after more than 20 years of coaching lawyers on business development, I’ve realized that some of the funniest moments from “Seinfeld” offer surprisingly useful lessons about growing a law practice.
Now, I realize that taking business advice from four dysfunctional New Yorkers might seem questionable but hear me out. Here are five classic “Seinfeld” moments that every lawyer looking to build a stronger book of business should consider.
1. Jerry’s Telemarketer: Stop Selling To People Who Don’t Want To Be Sold
The scene involves Jerry receiving an unwanted call from a telemarketer. Rather than simply hanging up, Jerry suggests calling the telemarketer at home later that evening. When the caller objects to being disturbed at home, Jerry makes his point and ends the conversation.
Brilliant! And surprisingly relevant to legal business development.
Nobody likes being sold to, especially when they haven’t expressed an interest or identified a need. Yet lawyers continue to approach prospective clients by talking about their firm’s accomplishments, listing their credentials, and explaining why they’re better than the competition.
My Sales-Free Selling methodology teaches lawyers to approach business development differently. Instead of pitching, convincing, and chasing, focus on building relationships, asking thoughtful questions, listening carefully, and understanding what prospective clients are trying to accomplish.
The same philosophy applies to marketing. Rather than constantly promoting yourself on LinkedIn, share helpful insights, demonstrate your expertise, and provide information that makes someone’s professional life easier.
When people see you as a trusted resource rather than another lawyer trying to sell something, you’ve already taken an important step toward earning their business.
2. The Contest: A Little Accountability Goes A Long Way
Who could forget the infamous episode where Jerry, George, Elaine, and Kramer enter a contest to see who can demonstrate the greatest self-control? I’ll leave the specifics out of this family-friendly article, but the competition itself is one of the funniest moments in television history.
The business development connection is simple. People tend to perform better when they have clear goals, accountability, and a little friendly competition.
I’ve seen this firsthand in my coaching groups, where attorneys share their business development objectives, discuss their progress, and challenge one another to improve. There’s something powerful about telling a group of peers that you’re going to accomplish something and then having to report back the following week.
Consider finding a fellow attorney or small group of professionals who want to grow their practices. Set measurable goals around networking meetings, strategic introductions, referral relationships, or new business opportunities. Then meet regularly to discuss what worked, what didn’t, and what needs improvement.
Business development can be a lonely undertaking, especially for solo practitioners. Having others involved creates structure, motivation, and the kind of accountability that turns good intentions into meaningful results. FYI, we also have a BE THAT LAWYER Community and Rainmaker Roundtables, which get ambitious lawyers out of their silos.
3. Yada, Yada, Yada: Your Business Development Plan Needs Details
Another classic “Seinfeld” moment occurs when George’s girlfriend skips over important parts of a story using the phrase “yada, yada, yada.” Unfortunately, the details she’s leaving out happen to be the most interesting and potentially incriminating parts of the conversation.
Lawyers do something similar when developing their business development plans.
They tell themselves they’re going to network more, get more referrals, improve their LinkedIn presence, and grow their book of business. Yada, yada, yada, they’ll have their best year ever.
The problem is that none of this constitutes an actual plan.
An effective legal business development plan should identify your ideal clients, the relationships you want to develop, the activities most likely to produce opportunities, and the time you’re willing to invest each week.
For example, instead of saying you’ll do more networking, identify five strategic referral partners you want to develop relationships with and schedule specific opportunities to connect. Rather than saying you’ll post more on LinkedIn, determine what content your ideal clients would find valuable and create a realistic publishing schedule.
You don’t need a 30-page business plan or an MBA to figure this out. A focused one- or two-page plan with specific actions, timelines, and measurable goals can make an enormous difference.
The details matter, and skipping them is often why lawyers struggle to produce consistent results.
4. Elaine’s Dancing: You Might Be Doing It Wrong And Not Know It
One of the most memorable episodes features Elaine dancing at an office party. She’s having the time of her life, completely unaware that everyone around her is horrified by her unusual moves.
While it’s hilarious to watch, there’s an important lesson here about self-awareness.
I’ve worked with plenty of lawyers who believe they’re excellent networkers or business developers, even though their approach may be turning people off.
Some dominate conversations, others hand out business cards like Halloween candy, and a few immediately start asking for referrals before establishing any meaningful relationship. What makes this particularly challenging is that many don’t recognize what they’re doing wrong.
The solution starts with getting honest feedback and becoming willing to improve.
Record yourself practicing a networking introduction, role-play a prospective client meeting, or ask a trusted colleague to evaluate your approach. Better yet, work with someone who understands professional services business development and can identify the habits holding you back.
The most successful rainmakers aren’t necessarily the most naturally gifted conversationalists. They’re often the lawyers willing to evaluate their performance, accept coaching, and continually sharpen their skills.
After all, nobody wants to be Elaine on the dance floor without realizing it.
5. The Soup Nazi: Know When To Walk Away
Lastly, who could forget the legendary Soup Nazi episode? The soup is apparently so delicious that customers are willing to tolerate the owner’s outrageous rules and behavior just to get a bowl.
When George fails to follow the process, he’s famously denied his soup.
While the scene is hysterical, it brings up an interesting question for lawyers. How much are you willing to tolerate to get what you want?
In legal business development, some attorneys spend years participating in networking groups they dislike, chasing prospective clients who never commit, or investing time in relationships that consistently fail to produce value.
They keep showing up because they believe something might eventually happen.
Sometimes the smartest business development decision is recognizing that a strategy, opportunity, or relationship isn’t working and making a change.
This doesn’t mean abandoning relationships because they haven’t immediately generated business. It means evaluating whether your time and energy are being invested in activities that align with your goals and have the potential to create meaningful results.
I’ve always encouraged lawyers to focus on building relationships with existing clients, trusted referral sources, and strategic partners who already know and appreciate their value. Often, the greatest opportunities are sitting right in front of you.
And if a particular networking group or prospect consistently leaves a bad taste in your mouth, perhaps it’s time to find another place to get your soup.
The Final Episode: Make Business Development Work for You
What I love most about “Seinfeld” is that its humor comes from everyday situations, awkward conversations, questionable decisions, and people who often lack the self-awareness to recognize their own mistakes.
Sound familiar?
The truth is that legal business development doesn’t have to be complicated, but it does require a willingness to approach things differently. When you stop selling and start building relationships, create accountability around your goals, develop a detailed plan, improve your interpersonal skills, and invest your time in the right opportunities, you dramatically improve your chances of building a successful practice.
So, whether you’re a Jerry, George, Elaine, or Kramer, there’s always room to become a better rainmaker.
And unlike the gang on Seinfeld, you don’t have to spend nine seasons making the same mistakes.
Build your book. Own your future. BE THAT LAWYER.
Steve Fretzin is a five-time bestselling author, host of the BE THAT LAWYER and Future Rainmakers podcasts, and a business development coach who works exclusively with attorneys. For more than 18 years, he has helped lawyers build strong books of business without selling, pitching, or chasing, using his proven Sales-Free Selling™ approach. His clients consistently become top rainmakers and credit his coaching and systems for driving meaningful, measurable growth. Steve can be reached directly at steve@fretzin.com, or through his website at bethatlawyer.com. Connect with him on LinkedIn at https://www.linkedin.com/in/stevefretzin. His ALL NEW BE THAT LAWYER Community is changing how lawyers develop the skills never taught in law school. Learn more at bethatlawyer.com/community.
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