For many lawyers, networking can become an endless cycle of conferences, coffees and follow-up meetings. But the goal should not be to keep adding contacts indefinitely, according to business development coach Steve Fretzin. It should be to build relationships and a reputation that generate business with less time spent chasing it.

Fretzin, author of *The Attorney’s Networking Handbook*, argues that lawyers can make networking more efficient as their practices mature. He suggests three ways to shift from constant outreach toward a more focused, referral-driven approach.

1. Invest in the relationships that matter most

Fretzin recommends applying the 80/20 rule: devote most relationship-building time to a relatively small group of trusted professional partners, rather than continually pursuing new contacts.

His suggested goal is a “dream team” of five to 10 people who understand a lawyer’s practice and ideal clients, trust the lawyer’s work and look for opportunities to help one another. Over time, he suggests, attorneys might spend 80% of their networking efforts strengthening established partnerships and 20% meeting new people.

The principle is not simply to favor familiar faces. It is to develop relationships in which both parties understand how they can be useful to each other.

2. Be selective about where time goes

Before accepting another event invitation, lawyers should define the clients they want to reach, including their industries, company sizes, locations and decision-makers. They can then identify other professionals who already serve those clients without competing directly for the same work.

An employment lawyer representing midsized companies, for example, might build relationships with HR consultants, accountants or commercial real estate lawyers. Specialized firms can also be useful partners when they serve similar clients in different practice areas.

That clarity can guide choices about industry associations, conferences, professional groups and boards. The aim is to find settings where potential clients or referral partners are likely to be, rather than attending events simply to meet more people.

3. Build a reputation that attracts opportunities

Fretzin also encourages lawyers to make their expertise visible through activities such as publishing useful LinkedIn posts, writing for trade publications or speaking at industry events. A lawyer known for serving a particular industry or local market, he argues, may be easier for prospective clients and referral partners to find and remember.

Building that recognition takes time. Fretzin says the payoff may be years away and suggests thinking about where a practice should be in three, five or 10 years.

He is not advising lawyers to abandon networking altogether. Rather, he argues that stronger partnerships and a recognizable professional profile can make it more selective—and leave attorneys with more control over their time.