A participant at an Association of Management Consulting Firms (AMCF) workshop asked if it is possible to create rainmakers. This is a frequent enough question that I decided to address it here. As the author of a book entitled Creating Rainmakers and as a person who makes his living by helping professionals learn how to bring in business, I have an obvious bias. Still, my colleagues at Harding & Company and I, have as much experience in this area as anyone, and so ought to have something to say on the subject.

So, my answer is yes, but one's success at creating rainmakers will depend on the following:

• The desire of the professional to learn. This desire, of course, must come from the individual professional, but there are things a firm can do to influence that desire. For example, it is harder to create rainmakers at a firm where all of the heroes are technical experts, creatives or other deliverers of the firm's services, than it is at one where business origination skill is highly respected. It is easier to create rainmakers at firms which celebrate, even in small ways, the winning of a new assignment than at those where it is treated as a non-event.
• The earlier in the professional's career that she is made aware that business origination is expected of every senior person in firm. Those who, after years of working for a firm, find out to their shock that professional firms, like any other business, must sell have a harder time learning how to do it than those advised from the earliest days in their careers that they will have to sell to advance to partner.
• The ability of the professional to learn by winning small assignments before having to win big, more complex ones. The professional who must bring in $30 million assignments from day one has a harder time than one who can start small. At many of today's big firms, partners learned to bring in business years ago when the firms were smaller and willing to take smaller assignments from much smaller clients than they work with now. The young professionals coming up underneath them must go straight into major league play, a tougher requirement.
• The flexibility of a professional's personality. I would much rather work with an introvert who can flex his behavior to act like an extrovert when needed or an extrovert who can act like an introvert than with either an inflexible introvert or extrovert.

There are also some things that don't make much difference. The profession in question is one. Yes, you may have a chance of creating more rainmakers from a randomly selected group of executive recruiters than from a randomly selected group of actuaries, but the distinction has little relevance in fact, because actuarial firms don't compete with recruiting firms, they compete with other actuarial firms, so the playing field is even within a profession.

In short, firms which integrate the development of business origination skill and behavior into their organizational fabric are more successful at creating rainmakers than those which don't. That is hardly surprising. The surprising truth is how few do so.

At those which don't, partners often assume that rainmakers must be born, not made, and then set up barriers to learning that ensure their experiences confirm their expectations.