The Rainmaker was heralded by American Indians as having magical powers to bring the rain to nourish the crops in order to feed the people. If there was no rain, the people would weaken, die, or move elsewhere. In the business or legal context, a rainmaker is one known for bringing in revenue to an organization from customers.1
Using a mathematical analogy, a rainmaker is the independent variable and others are the dependent variable. Rainmakers are creators, catalysts, and innovators. Rainmakers acquire business (make it “rain”), while others deliver business (are “umbrellas”).
The acquisition of business is much more valuable than the latter, delivering business.2 Alan Weiss lays out 4 Characteristics of a Rainmaker:
1. Assertiveness & Persuasiveness. Rainmakers assert themselves and are very persuasive. They have excellent interpersonal and social skills. They relate well with others. They do not just let things happen; they are proactive. They follow the Steven Covey Model, “If it ain’t broke, break it!”
2. Intellectual Breathe. Rainmakers’ minds have great depth. They are multi-dimension and can talk about any subject with ease. They can respond quickly on their feet.
3. Perspective & Clear Boundaries. Rainmakers do not take rejection personally. They have the ability to remove their ego when necessary and integrate new ideas into their own framework. When things go wrong, they convert a negative or bad situation into “rain” (a winning outcome), like the Alchemist, who can mystically turn base metals into gold!
4. Framing Skills. Rainmakers have the ability to frame issue. Clients say to them, “You read my mind!” or “I couldn’t have stated it better!” Customers are amazed at how the rainmaker listens and helps them reach their own conclusions quicker. Rainmakers are hard to find and easy to lose! So, it is imperative that businesses always seek to hire employees and utilize consultants that bring “rain.” These rainmakers must be nurtured and developed. They must be given the tools needed to flourish. Not every employee or consultant needs to be a rainmaker, but there must be a handful of rainmakers strategically located at key positions or areas of responsibly in order to raise the level of others and ultimately the overall viability of the company.
[1] Fox, Jefferey J. Fox. (2000). How To Become A Rainmaker. New York: Hyperion. [2] Weiss, Alan. The Rainmaker. Retrieved on July 11, 2009, from Contrarian Consulting Website: http://www.contrarianconsulting.com/the-rainmaker/ [3] Id.
