"Finders are the rainmakers, the ones who bring in business. Minders are the managers, overseeing relationships and teams. Grinders are the workhorses, billing the hours and producing the legal work. Minders Keep Things Moving To grow, you also need to develop the minder skill set. Managing a team, handling client relationships, and knowing when to delegate are all essential. If you cannot push work down to others, you will never free yourself to step into the role of finder."
"Every lawyer should start as a grinder. You learn the craft, hone your skills, and stack wins. Those wins build your reputation, both inside your firm and in the industry. Being excellent at the work is table stakes. It is how you establish credibility and show that you belong. But staying in grinder mode forever is a career trap. You can be the hardest worker in the room and still have no control over your future if you cannot generate business."
The framework categorizes lawyers as grinders, minders, and finders. Grinders learn legal craft, hone skills, and accumulate wins that build reputation and credibility. Remaining solely a grinder limits career control because business generation is required for independence. Minders manage teams and client relationships, delegate work, and keep operations moving so others can step up. Finders generate business, create opportunities, and build independence; business development is a learned skill that relies on systems, processes, language, and relationship-building. Developing all three skill sets enables career growth, autonomy, and long-term success in a law practice.
Read at Above the Law
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