The traditional path to law firm partnership has long been shrouded in mystery, but that’s changing as firms face pressure to provide clearer career progression for talented lawyers. In a recent Platforum9 session, Stephen Revell, founder of Making Change Happen and former Freshfields partner of 30 years, and Moray McLaren, the co-founder of Lexington Consultants, who has coached over 3,000 lawyers on their partnership journey, shared insights on navigating this crucial career transition.
The Transparency Challenge
“It’s been a secret process for too long,” Revell observes. “Associates are getting a raw deal in many law firms because there is no clear path to partnership.” This lack of transparency often results in talented lawyers leaving firms prematurely, frustrated by unclear expectations and limited feedback.
McLaren adds that while firms are implementing formal development programs, execution often falls short: “Firms are putting the infrastructure in place… they are doing the leadership academies. However, the wheels are falling off the wagon in terms of the partners helping the juniors attend.”
Finding Your Direction
Using roleplay as a model, McLaren introduced a practical framework for career planning, suggesting lawyers consider three key elements:
- Personal passion or deep interest
- Market needs
- Financial rewards
“The challenge is to think through these three elements,” McLaren explains. “What is required? What will give me the income that I want to sustain myself, and what is my passion?”
This framework helps lawyers make informed decisions about their career trajectory, whether that leads to partnership or alternative paths. While some might bristle at the word “passion” in legal circles, Revell suggests thinking in terms of “deep interest” or “commitment” – to what aspects of law genuinely engage you?
Essential Development Areas
Diverse Experience
Revell emphasises the importance of broad exposure: “As a corporate lawyer, I want to do M&A, I want to do joint ventures, I want to do some equity capital markets, I want to do some private equity.” This breadth makes you more valuable to clients and the firm, so it’s important to have a broad exposure.
Soft Skills
Beyond technical expertise, aspiring partners need:
- Business development capabilities
- Financial literacy
- Risk management understanding
- Ethical awareness
- Leadership skills
Building Networks
“It’s less about what you know and still more about who you know that will drive your career going forward,” McLaren notes. He advises lawyers to:
- Map their current professional network
- Identify gaps in relationships
- Develop connections with influential figures
- Build relationships across departments and offices
Time Management Realities
The experts challenge the assumption that partnership requires sacrificing all personal time. Revell warns against falling into “the Anglo-Saxon trap” of assuming all firms require 2,000+ billable hours. “There are many firms around the world that think it’s a good year if they’ve got a thousand hours out of their associates,” he notes.
McLaren suggests thinking in terms of “work-life integration” rather than balance, particularly as partners need to develop their personal brand within the firm’s framework. This might mean occasional weekend work or travel, but should align with your broader career goals.
Taking Control of Your Career
Both experts emphasise that while firms must improve their development programs, individual lawyers must take ownership of their progression. Key actions include:
- Being Assertive: “If they’re in a firm that has got a program, but they feel they can’t attend because one of their partners is getting in the way… then they should be doing something about it,” Revell advises.
- Regular Self-Assessment: Ask yourself:
- Are you in the right firm?
- Are you developing appropriately?
- What’s your business plan?
- Building Internal Networks: “Don’t think about your own departmental team. Think about the whole firm,” Revell suggests.
Alternative Paths
McLaren highlights the evolution of in-house roles: “In-house legal departments… have become more attractive. They’re hugely dynamic modern professional businesses.” These positions offer different challenges and opportunities for career development.
Making a Change
If you conclude you’re in the wrong place, careful consideration is essential before making a move. Revell advises:
- Define what you truly enjoy about your legal work
- Research potential firms thoroughly
- Meet multiple people, especially associates, at potential new firms
- Consider in-house roles as viable alternatives
Looking Ahead
“It’s a great profession,” Revell concludes. “You make a difference in people’s lives. You make a difference to the economy. You help companies achieve things.” The key is finding the right fit – both in terms of practice area and firm culture – and then actively managing your development toward partnership goals.
The path to partnership has evolved, but success still depends on both individual initiative and firm support. As McLaren notes, “Each individual stepping into partnership… has to develop their own personal brand.” Understanding this journey’s demands and actively preparing for them will give ambitious lawyers the best chance of achieving their partnership goals.
