Working with reluctant lawyers: why they go MIA on tenders (and how to get them on board)
If you’ve ever felt like a lawyer is dodging your calls about a tender, you’re not imagining things. It can feel like they’ve vanished just when you need input on a CV, case study, pricing strategy or executive summary.
Just bear in mind, they’re probably not reluctant so much as overwhelmed.
Understanding why lawyers go missing in action on tenders can help BD, marketing, and bid professionals better navigate these moments, and get what you need without burning bridges.
1. They’re under enormous time pressure
Most lawyers are working to billable hour targets of 6.5–7.5 hours per day.
In most firms that doesn’t include time spent on BD, mentoring, internal meetings, or committee work. To hit those numbers, they often need to be in the office for 10+ hours a day.
Now layer in urgent client work, team management, court deadlines or deal completions. Suddenly your tender deadline however real to you looks optional, speculative, or low priority to them.
And here’s the kicker: time spent on tenders isn’t always counted or rewarded. In some firms, if time is written off, it disappears from their billable tally altogether.
2. They don’t always see the value
If a lawyer doesn’t see a tender as a real opportunity (or if they’ve had bad experiences with speculative bids) it’s hard to get them motivated.
They may not realise what’s at stake. Or they may be thinking, “We won’t win anyway, and I’ve got three new matters on my plate.”
3. Tenders feel like invisible work
Unlike billable matters, no client is explicitly paying for a lawyer’s time on a tender.
It’s not always clear what “good” looks like either - especially if the tender isn’t a clear fit or is being led by another team.
Without structure, purpose, and a clear ‘ask’, tenders feel like extra admin.
4. You might only get 10 minutes (make them count!)
Don’t send blank templates or ask them to “fill in your bit.”
That’s not collaboration that’s delegation up or around.
Instead add value:
Pre-prepare a draft they can respond to
Book a short call or drop by with your questions
Summarise what you need and how it connects to the opportunity
Offer context - who’s the client, what’s the work, what’s the prize?
5. Use your time well and theirs
Make it easy for them to give you what you need
Provide examples and structure
Don’t ask them to start from scratch
Be clear about what’s optional vs essential.
If they trust you to represent their expertise and get the job done, they’re far more likely to engage.
6. Frame it as growth, not admin
Tenders aren’t just paperwork, they’re a chance to:
Secure work from a top client
Expand into a new area or sector
Protect key client relationships
Demonstrate thought leadership or collaboration.
Help them see the bigger picture.
Final thought: make yourself easy to work with
It’s tempting to be frustrated when lawyers go MIA on tenders but there’s usually more going on beneath the surface.
When you understand their world, and make your requests clear, structured, and connected to what matters to them, you’re not just more likely to get the input you need.
You’re building relationships, trust, and influence. And that’s worth far more than a two-line CV update.
About the author
Amy Burton-Bradley is a legal tender strategist and the founder of Bidtique. Law Firm Tenders is her resource site for firms who want to sharpen their approach to tenders, bids, and proposals.