FROM THE BLOG
Your path to becoming a partner starts here.
Hiring Without Values Is a Risk You Can’t Afford
Let me ask you something. When was the last time you stopped to consider your values?
Not your firm’s glossy mission statement. Not what’s printed on a poster in the HR office.
Your values.
If you're a woman lawyer navigating your career - particularly if you're aiming to become a partner in a law firm - I urge you: pause and take a good, hard look at what you stand for. Because here's the truth: Values are not optional. They’re essential.
Why Values Are More Than Just Words on a Wall
In the 1990s, corporate books like Built to Last by Jim Collins brought values into the business spotlight. Suddenly, companies everywhere were rushing to “define their values.” HR departments wrote up inspiring statements, printed them on beautiful paper, framed them in reception areas... and promptly forgot about them.
That’s not how values work.
Values aren't branding. They’re not slogans. They’re daily decisions. They’re guides for behavior. And in law firms, where pressure runs high and the stakes are often personal, values determine whether we act with integrity - or look the other way.
My Experience as a Woman in Law
Having worked in firms across Australia, the UK, and France, I’ve met exceptional lawyers. Most have been brilliant, principled professionals. But I’ve also witnessed conduct that should never have been tolerated - from subtle ethical breaches like wrongly charging client accounts, to more serious misconduct I won’t detail here.
What shocked me more than the misconduct itself? The way some firms responded - or rather, failed to respond.
There was no reference to values. No discussion of what kind of culture the firm was cultivating. Instead, there was hesitation, second-guessing, and fear of losing a “valuable” partner - even when that partner was eroding the firm's integrity from within.
If a firm’s values aren’t guiding decisions - including who stays and who goes - then those values are meaningless.
What Does This Mean for You?
If you’re a woman lawyer looking ahead to partnership, you must start with clarity:
Do your values align with your firm’s? And equally important: Does your firm actually live its values?
When you're interviewing with a firm, ask about their values. Better yet - observe whether they practice those values. Are junior lawyers respected? Are working parents supported? Is integrity upheld, or is bad behavior excused if the numbers look good?
And if you're hiring? Start by getting clear on the values you want to see in your team. Then, ask questions that probe for those values - not just experience or qualifications. For example:
“Tell me about a time you stood up for something unpopular but important.”
“What does ‘client commitment’ look like to you, especially under pressure?”
“When have you chosen the harder, more ethical path - and why?”
My Business Values
Over the past months, I’ve been refining the values that drive my work as a coach and advisor to lawyers. Here’s where I’ve landed:
Integrity and Respect
Uncompromising respect for the law, for clients, and for colleagues.Client Commitment
We do what it takes to help clients reach their goals - with generosity and focus.Excellence Through Iteration
We improve by trying, refining, learning - again and again.Culture of Learning and Openness
We stay curious. We listen, read, ask, disagree, and grow - especially from those different from us.Balanced Work Ethic
We work with intensity and rest with intention.Trusted, Caring Professionals
Everyone we engage with - clients, suppliers, team - is treated with care and professionalism.
These aren’t just statements. They’re principles I return to again and again - when making decisions, when evaluating relationships, when navigating challenges.
For Women Lawyers on the Path to Partnership
If you’re a woman lawyer who wants to make partner in a law firm, here’s my invitation to you:
Don’t leave values at the door.
Don’t assume a firm’s values are lived just because they’re written.
Don’t compromise your own.
A values-driven lawyer is a powerful lawyer. And a values-driven partner? That’s the kind of leader the profession - and the world - desperately needs.
If you’re thinking seriously about partnership, I’ve created a free guide: “How to Make Partner in a Law Firm”. It outlines the hidden obstacles my clients have faced, and the strategies that helped them move forward.
👉 Grab your copy here: https://www.ceciliapoullain.com/free-guide
And until next time, remember: Your values are your compass. Use them.
Warmly,
Cecilia
Source: LinkedIn Live: https://www.linkedin.com/events/hiringwithoutvaluesisariskyouca7338852754729148417/theater/
How anxiety keeps talented women lawyers from partnership
The confidence gap: Many women quietly disqualify themselves from the partnership track because they are afraid, writes Cecilia Poullain.
C is eight years PQE and works at one of the top French law firms. She’s an excellent lawyer – conscientious, thorough, and hardworking – yet she’s still terrified of speaking up in meetings. Eight years qualified, and still staying silent. Wow.
She knows it’s hurting her partnership prospects, but she doesn’t know how to change. She finds it incredibly frustrating, but speaking up still feels too frightening.
I know exactly how she feels. When I returned to private practice after five years in-house, I felt the same way. I would sit in meetings, wanting to participate but unsure whether what I was going to say was exactly right. It felt safer to stay silent than to risk saying something wrong – or worse, something stupid.
Of course, not all women lawyers feel this way. Many are confident and determined to make partner – and they go for it. Yet, in many Western jurisdictions, where women outnumber men among law graduates and junior associates, men still dominate at partnership level.
One major – but often overlooked – factor is anxiety. Many women quietly disqualify themselves from the partnership track because they are afraid. Afraid of exposure. Afraid of not being good enough. Afraid they won’t bring in enough business.
This anxiety is costing women dearly – and costing law firms the talent they need to thrive.
Why this matters
Despite a growing backlash against diversity and inclusion (D&I) programs, many law firms still recognise that gender-balanced leadership boosts profitability. They understand the value of demographic and cognitive diversity – but often miss the invisible barriers preventing it.
Sexism is still alive in law firms, though not always recognised by those who don’t experience it. One woman was told by a judge, “Let her speak – she’s cute.” Another was laid off during COVID-19 because her male colleagues “had families to support” – despite being her family’s main breadwinner. A male partner once remarked of a woman peer: “There’s something about her that’s just not right.” His colleague agreed, “She’s just not one of us.”
So, yes, sexism is still a problem – but so is anxiety.
Supporting women to manage anxiety isn’t just a D&I gesture – it’s good business. Building confidence benefits the lawyers, their firms, and their clients.
Perfectionism and fear of failure
When I returned to private practice, I found it terrifying. Clients were high-profile and demanding, and I felt pressure to have all the answers. I told myself that if I didn’t make partner, I’d failed. If I wasn’t completely sure of what I wanted to say, I said nothing at all.
When I did make mistakes – and I made plenty – I was devastated. I’d lie awake at night, replaying every misstep. I often cried in frustration.
I share this because many women – and some men – feel the same way. When I bring women lawyers together, they’re relieved to know they’re not alone.
Shame is one of the most painful emotions. It makes us want to disappear. To avoid it, many of us stay silent.
We crave external validation – it’s human. However, too much reliance on it can drive extreme perfectionism, especially in high-pressure legal environments. That shows up in women lawyers as:
Working long hours but neglecting relationship-building.
Discounting billable hours out of guilt.
Avoiding public speaking or client events.
Staying silent in meetings.
Not building visibility within the firm.
The result? They become invisible. They miss out on promotion. Their firms miss out on their talent.
What can be done?
There are no quick fixes – but confidence and resilience can be built. Here’s how:
1. Pinpoint the real trigger
Start by noticing when anxiety arises. Is it constant, or linked to specific situations or people?
C, for example, realised her anxiety flared up only around one particular partner. He once asked her to lead a client meeting with no prep time, then later hijacked a meeting she’d prepared for. She felt ashamed – until she recognised it wasn’t her anxiety, but his poor leadership. Once she raised it with him, his behaviour changed.
2. Reframe risk as excitement
Think of risk as a coin. One side is fear; the other is excitement. You won’t know the outcome until you flip it. Both feelings show you care. Focus on the excitement before acting. If things go wrong, feel the disappointment – don’t suppress it. Acknowledging emotions helps them pass.
3. Challenge the catastrophe story
Ask yourself: How bad would it really be if I got this wrong? You might not sound like a seasoned partner – yet – but chances are, you’ll say something worthwhile. And if not? You can always follow up. Most worst-case scenarios exist only in our heads.
4. Use your imagination to ground yourself
Visualisation can help reduce anxiety. A simple technique: locate the fear in your body and accept it. Don’t fight it. Just notice it. That alone can take away some of its power.
5. Step into the fear – on purpose
Growth often feels like walking off a cliff. But fear doesn’t mean stop – it means you’re expanding. Acknowledge it. Then act.
6. Back your own judgment
Confidence isn’t about always being right. It’s about trusting your perspective – and acting on it. Your voice matters. Say what you think, even if others might disagree.
7. Practice in small doses
We expect to be brilliant in high-stakes moments without practice. But confidence is built incrementally. Start small: speak in low-risk meetings, ask a question, suggest an idea. Each moment is a chance to build muscle.
8. Value your time – and bill for it
Don’t undercharge because you think you worked “too slowly”. You’re still learning. Your time has value – charge for it. And remember: many male lawyers bill every second – and sometimes more than that.
Conclusion
Anxiety at work is normal. It shows we’re growing, stretching, and taking risks. A workplace without anxiety would be flat and unchallenging. And it’s not just a women’s issue – nor a weakness.
What matters is how we respond to it.
Law firms must recognise that many women lawyers experience far more anxiety than they show – and addressing it is not about lowering standards. It’s about unlocking potential. Leaders must adapt their approach to the individuals they manage. And women lawyers must find ways to manage anxiety before it manages them.
Cecilia Poullain is a Paris-based coach for women lawyers.
Source: Lawyers Weekly
How to Lead Better Meetings: Disagreement Without Damage
A few weeks ago, I shared some thoughts on how to contribute in meetings - even when you feel you don’t have anything groundbreaking to say. But in reflecting more deeply, I realised I had overlooked something crucial: conflict.
Yes, conflict. That word that makes most professionals sit up a little straighter - or want to run for the door.
But here’s the thing: If your meetings feel dull, unfocused or like they’re going nowhere… it’s probably because the real issues are being avoided. And when we avoid conflict, we also avoid the chance to move forward meaningfully.
Why Most Meetings Are Boring
Here’s what typically happens:
People share information that could have easily been an email.
Or worse, people don’t share what’s really on their minds.
So we sit in long, ineffective meetings where nobody disagrees out loud, and nobody learns anything new.
And yet, healthy teams and high-functioning leaders do engage in disagreement—but they do so constructively. They make space for ideas to be challenged without egos being bruised. That’s the kind of constructive conflict that drives real change. And it’s a skill. One we need to learn, model, and protect.
Constructive Conflict Is a Value - But Also a Practice
I recently read about law firms that list “constructive conflict” as one of their values. But too often, when someone in the team finds that environment uncomfortable, the response is, “Well, it’s just not for everyone.”
Frankly, that’s not good enough.
It’s not enough to say, “You don’t fit.”
The better question is: How do we create the conditions where people feel safe enough to engage in disagreement - especially those who find it hard to speak up?
This isn’t just a diversity issue. It’s a performance issue. And as an executive coach who works with global leaders, I can tell you: until people feel safe, they will hold back. And when they hold back, you miss out on their insight, creativity and brilliance.
First Comes Trust, Then Comes Conflict
In his book The Five Dysfunctions of a Team, Patrick Lencioni explains that trust is the foundation of every strong team. Without trust, you can’t get to the next level: productive conflict. And without that, forget about commitment, accountability or shared goals.
So how do we build trust?
Here are four ways I share with my clients:
Time and Testing
Simply spending time together and seeing how people behave under pressure. Are they self-interested, or do they put the team first?Personal Sharing
Share something about your background. It doesn’t have to be deeply personal. Just enough to humanise the space.Naming Strengths and Weaknesses
Give honest, respectful feedback - and ask for it. When people stop second-guessing how others see them, trust builds fast.Vulnerable Leadership
Özgür Can Kahal, a brilliant lawyer at DLA Piper, once shared how she models vulnerability by naming what’s not going well—and doing it with confidence.
“I’m struggling today.” “This didn’t go as planned.”
When leaders go first in showing they don’t have to be perfect, they invite others to be real, too.
How to Make Conflict Safe Again
When trust is in place, we can finally begin to have constructive conflict - the kind where no one ends up emotionally wounded or checking their watch.
The book Crucial Conversations gives us a practical framework.
When someone in a meeting goes quiet - or reactive - it’s usually because they no longer feel safe. Your job isn’t to push harder. It’s to pause and restore psychological safety.
Here’s how:
Apologise
If you’ve crossed a line, say so. And yes, this applies to senior leaders too. It takes courage, but it models humility.Clarify Your Intentions
“I didn’t mean X. What I meant was Y.” Often, the damage isn’t what we said - it’s what someone thought we meant.Find Mutual Purpose
Shift the focus to what everyone agrees on. Then go back to the points of disagreement from that shared foundation.
Ground Rules Make it Work
Whether I’m coaching a leadership team or facilitating a group, we always begin with ground rules:
Confidentiality
No judgment—positive or negative
No unsolicited advice
Why no advice? Because advice puts you above someone. It assumes they don’t know what’s best for them. And in coaching, that’s not our belief.
In business meetings, your ground rules might differ, but the principle is the same:
Create a container where people feel safe to tell the truth.
Conflict Without Casualties
What we’re after isn’t more drama. It’s more truth. More clarity. More progress.
Constructive conflict allows people to express what matters before it turns into resentment or disengagement. And when it’s done right, no one bleeds. There’s no "blood on the floor" - just better decisions, stronger teams, and more courageous leadership.
If you're looking to develop these leadership skills in yourself or your team - I’d love to support you.
I've written a step-by-step guide to making partner that walks through some of the key barriers (including conflict avoidance!) that hold people back.
👉 Download it here: https://www.ceciliapoullain.com/free-guide
And if this sparked something in you - let’s keep the conversation going.
What’s your experience with conflict in meetings?
When has it worked, and when has it gone off the rails?
Until next time,
Warmly,
Cecilia
Source: LinkedIn Live: https://www.linkedin.com/events/howtoleadbettermeetings-disagre7336326514856153090/theater/
Be Where Your Clients Are. Less Time. More Impact.
A few weeks ago, I talked about niching - about truly understanding who your ideal client is. So I’m going to assume that you’re already there. You’ve defined your niche. You know exactly who you want to work with.
But here's where I see many brilliant lawyers getting stuck: even after identifying their niche, they try to do it all. They attend every legal conference. They post on LinkedIn religiously. They’re podcasting, publishing, pitching for rankings, writing for legal directories, networking at every possible client event - just ticking every box. Exhausted yet?
This pressure to be everywhere is not only overwhelming - it’s ineffective.
Let’s pause.
You Don’t Need to Do It All.
You need to be where your clients are.
That’s the distinction.
Too many lawyers conflate visibility with effectiveness. They assume that more activity equals more opportunity. But the key is targeted visibility. Once you know who your clients are, the next question must be: Where do they hang out? What are they reading? Who do they listen to?
Let me give you some examples:
If your ideal clients are general counsel in a specific industry, and you already have access to that circle, why waste time broadcasting on LinkedIn to everyone else? Instead, go deeper. Create tailored events or thought leadership specifically for them. Meet them where they are. You’re not building a new audience - you already have one. Serve it.
If your business relies on referrals from other law firms, then your focus should be on staying top of mind for those lawyers. That might mean attending key legal conferences where referrers gather, or even just nurturing those relationships one-on-one. If someone is looking for an arbitration lawyer in Paris, and that’s your niche, you want your name to be the first that comes up. So show up where those conversations are happening.
If your client base is built through cross-selling within your own firm, your strategy is simpler still: make sure your colleagues understand what you do and how you can help their clients. A well-crafted internal PowerPoint and a few strategic conversations across offices can go further than 50 LinkedIn posts ever will.
It’s Not About Being Seen Everywhere.
It’s about being seen in the right places.
Just yesterday, a client asked me whether it was important to be listed in legal directories like Lexology or Chambers. And my answer was: It depends.
If you’re relying on lawyer-to-lawyer referrals, those ratings probably do matter - because other lawyers notice them. But if your clients are businesses with whom you already have direct relationships, they’re probably not even looking. I know I wasn’t, back when I was a client.
So, don’t be seduced by shiny distractions. Don’t waste your energy trying to be everywhere at once.
Instead, ask yourself:
Where are my ideal clients actually spending their time?
What do they read?
Which conferences do they attend?
Who influences them?
And how can I show up there, with value?
When you know where your clients are and you meet them there with intention and generosity, marketing stops feeling like a grind. It becomes aligned, strategic - and so much easier.
Before I go, I’ve got something to help you take the next step: I’ve created a step-by-step guide to becoming a partner. If you're interested, you can grab your copy here: https://www.ceciliapoullain.com/free-guide
I’ll also link my previous LinkedIn Live on niching, so you can connect the dots between identifying your ideal client and showing up exactly where they are.
Have a wonderful week—and remember: you don’t need to do it all. Just do what matters.
Warmly,
Cecilia
Source: LinkedIn Live: https://www.linkedin.com/events/bewhereyourclientsare-lesstime-7333787771305701376/theater/
LinkedIn Live on Niching: https://www.linkedin.com/events/morefocus-morefreedom-morefees7313470015221997568/theater/
Risk-Free Visibility
You know the feeling. You're sitting in a meeting, listening. People are talking - some dominating, some interrupting, some simply trying to get a word in. And you find yourself stuck between two uncomfortable options: either stay silent and feel like a pot plant at the table - or speak for the sake of speaking, just to prove you have a voice.
Neither option feels right. So what’s the alternative?
Let’s talk about how to contribute meaningfully - even when you’re unsure of what to say.
1. Become the Observer
Start by paying close attention to the room. Who’s speaking the most? Who hasn’t spoken at all? Who’s generating interesting ideas, and who’s being overlooked or cut off?
Simply noticing the dynamics is powerful. It gives you insight - and opens the door for thoughtful, supportive action.
2. Ask Clarifying Questions
You don’t need to offer a brilliant new idea to add value. One of the most powerful things you can do is to ask someone to clarify theirs.
Nancy Kline, in her book Time to Think, reminds us that many people don’t know what they think until they hear themselves say it. So if someone shares something unclear, try: “Just to check - did I understand correctly that you’re saying X?”
That moment of reflection might help them refine their thinking - or feel heard and validated. Either way, you're contributing to clearer, sharper dialogue in the room.
3. Make Space for Interrupted Voices
If someone has been cut off (it happens more often than we’d like to admit), you can gently bring them back into the conversation: “I was really interested in what Kate was saying earlier, but I don’t think she had time to finish. Kate, could you say a bit more?”
That small act of support can change the tone of a meeting - and earn you real trust and respect.
4. Amplify Good Ideas
This is a powerful technique borrowed from the women in President Obama’s cabinet. When someone shares a valuable idea, say: “That was a great point that Helen made. What she said was…”
Why does this matter? Two reasons: First, it reinforces the value of her contribution. Second, it makes it much harder for someone else to later repackage the idea as their own (something we’ve all seen happen too often). And saying it twice helps it stick.
5. Invite Quieter Voices In
Notice who hasn’t spoken. Then simply say:
“I’d love to hear what Zachary thinks - perhaps he has something to add?”
People often hold back because they think what they have to say is too obvious or not valuable. But more often than not, their insights are exactly what the conversation needs. You may be the reason that a crucial voice gets heard.
Why This Matters
Research shows that meetings where speaking time is more evenly distributed produce better decisions. It’s not just about who’s in the room - it’s about what ideas are in the room. That’s cognitive diversity. But people can only contribute if the space feels safe and inclusive enough for them to do so.
So no - you don’t need to walk into every meeting with a TED Talk in your back pocket. You don’t need a headline-making insight or a perfect one-liner.
You just need to be present, engaged, and willing to support the flow of thought in the room.
That, in itself, is powerful leadership.
Before I go, a quick announcement: the waitlist is now open for Pathway to Partnership, starting this October. It’s my programme designed especially for women lawyers who want to step into partnership with clarity, confidence, and purpose. We’ll focus on the why of partnership, building real confidence, and developing client relationships that support your growth.
If that sounds like you, send me a DM or book a chat through my website. I’d love to hear from you.
Until next time,
Cecilia
Source: LinkedIn Live: https://www.linkedin.com/events/risk-freevisibility7331226082215460864/theater/
How to use referrals to get great clients (without feeling pushy)
If you're a lawyer reading this, chances are you're not thinking about client development. Most lawyers aren’t. Let’s be honest - finding clients often feels like something for later, or something someone else handles. You’re busy doing the work.
But if, by any chance, you are one of those lawyers curious about how to grow your practice - and particularly if you're on the path to partnership - then let’s talk about one of the simplest, most powerful tools you have: referrals.
What Is a Referral?
At its core, a referral is simply asking someone to introduce you to someone else. That’s it. Not pushy. Not sleazy. Just a connection, a conversation. And yet - so many women lawyers hesitate to ask.
Why?
Three big reasons:
We don’t think of it. It’s not part of the usual legal toolkit, so it doesn’t occur to us.
We don’t have a process. We mean to do it, but it gets lost in the busyness.
It feels icky. We’re worried it might come across as salesy or self-serving.
Sound familiar?
Let me reassure you: it doesn't have to feel that way. You can create a process that feels natural, generous, and entirely aligned with your values.
Why Referrals Matter
Referrals are like job hunting - only instead of one job, you're cultivating a series of opportunities. When I moved to France in 1996, I knew almost no one. To find work, I picked up the phone (yes, the actual phone!) and introduced myself to people who had never heard of me before. It took courage - and it didn’t get easier - but what it did do was build connections that led to opportunities.
That’s what client development is: connection-building. One relationship at a time.
Just the other day, I reached out to a long-time client - just to check in. Toward the end of the conversation, I gently asked if there was anyone she could introduce me to. Her response? “Oh yes, I’ve been meaning to!” By the end of the day, she’d connected me to four people.
Will all four turn into clients? Maybe not. But even one or two conversations can lead to four more - and then eight - and so on. That’s the power of exponential connection.
Two Simple Referral Strategies
1. In-Person Referrals
Start with your happiest clients. Think of those who already trust and value your work.
Then:
Reach out to reconnect - suggest coffee, lunch, a Zoom catch-up.
Focus on them. Ask questions, listen deeply. What’s going on in their world?
Offer value. It could be business-related (an introduction, a helpful article), or personal (help finding a holiday rental or advice for their teenager - yes, really!).
Once you’ve created genuine reciprocity, say:
“I was wondering - do you know anyone who might benefit from the kind of work I do?”
It’s that simple. If the relationship is strong, they’ll be more than happy to help.
2. LinkedIn Referrals
Your LinkedIn network is a goldmine of second-degree connections. Here’s how to tap into it:
Browse your current connections (your first-degree network).
Look at their connections - especially those in your niche.
Identify a few people you’d like to meet.
Reach out to your original contact and ask:
“Would you feel comfortable introducing me to X? I think we might have some overlapping interests.”
To avoid overwhelm, create a habit. Block 10 minutes every Monday to do this. That’s it. Keep it light, consistent, and pressure-free.
Remember: You’re Not Selling - You’re Connecting
You're not asking for business. You're inviting conversations, expanding visibility, and letting people know what you do. That’s the foundation of client development - and it’s built on generosity, curiosity, and courage.
One Last Thing…
The waitlist is now open for the next round of Pathway to Partnership, my signature programme for women lawyers who are on the road to becoming partners - or who are already there and want to lead with more confidence and clarity.
We're diving into everything from the why of partnership, to confidence-building, to client development (including smart strategies like this one). You can DM me or book a chat through my website: www.ceciliapoullain.com
Thanks for reading - and here’s to building a practice that’s grounded, intentional, and entirely yours.
Warmly,
Cecilia
Community Matters. Serve Others. Grow Your Legal Career.
If you’re a woman lawyer aiming for partnership—or even just wanting to thrive in your current role—there’s something essential you might be overlooking.
Not technical expertise. Not efficiency. Not even productivity.
What I’m talking about is community.
Yes, community. That human, relational glue that holds teams, careers, and firms together. And in my experience coaching lawyers around the world, I’ve seen that while many women lawyers excel in their work, they often forget just how important connection is—not just for others, but for themselves.
Status vs. Community: The Hidden Tension
Will Storr, the English journalist and author of The Status Game and The Science of Storytelling, argues that all human beings are driven by three fundamental needs:
Survival
Community
Status
And yet, in so many law firms, community and status seem to be in conflict. When the goal is to win the biggest clients, be seen by the right people, and climb the ladder to partner, collaboration can take a backseat. The very culture that encourages high performance can sometimes discourage genuine connection.
But what if I told you that community and status don’t have to be at odds? In fact, building real relationships might just be the fastest way to sustainable success.
“I Just Want to Be the Best Lawyer I Can Be” – And Why That’s Not Enough
One thing I hear time and again from women lawyers is:
“I just want to focus on doing excellent work.”
And of course, excellence matters. But it’s not enough.
Too many women keep their heads down, work hard, and then feel blindsided when they’re passed over for partnership. They wonder, What happened? The answer is often this: they didn’t build visibility, sponsorship, or relationships. They were efficient—but they were isolated.
Céline Alix, a former lawyer at Linklaters, explores this in her brilliant (though sadly untranslated) book Merci Mais Non Merci (Thanks, But No Thanks). In it, she shares stories of women who loved being efficient—but also needed to get out of the office at a decent hour. One woman, in an annual review, was told, “You’re very good—but it seems like you just want to leave by 8 p.m.” Her internal response? “Yes, I do.”
Efficiency is valuable—but when it comes at the cost of connection, it can quietly sabotage your career.
Why Community Matters—For Your Career and Your Health
We are wired to belong. Loneliness, research shows, is not just unpleasant—it’s a health risk. It’s more harmful than smoking or a sedentary lifestyle.
So yes, your community matters—not just to your career trajectory, but to your well-being.
As Ginni Rometty, former CEO of IBM, once said:
“When we serve others, we serve ourselves.”
Serving your community—whether it's your team, your firm, or your clients—isn’t about being selfless. It’s about understanding that what lifts others also lifts you.
Practical Ways to Build Community as a Lawyer
1. Inside the Firm
Start with your internal networks:
Your team
Your practice group
Your office
The broader firm
Ask yourself: How can I help people connect across silos?
Most firms complain about the lack of cross-practice communication. What if you were the one to change that? Invite colleagues from different departments for coffee, organise a small lunch, or create opportunities for collaboration. You might face some rejection—leadership always involves risk—but it positions you as a connector and future leader.
2. With Clients
Don’t wait for marketing to create opportunities—start small:
Host a lunch with a few clients who share common challenges
Invite them to a discussion or event
Think about how you can bring them value, and to each other
A friend of mine, Sharon Lewis, who leads finance at Hogan Lovells, had a brilliant approach early in her career. She’d buy inexpensive tickets to early rounds of the tennis at Roland Garros, invite clients (and their children), and bring her own kids along too. It was relaxed, fun—and powerful. The clients ended up promoting her to one another. Connection led to visibility. Visibility led to trust.
You don’t need big budgets. You just need intentionality.
Don’t Just Be a Great Lawyer—Be a Community Builder
Building community is not a soft skill or a “nice to have.” It’s a superpower—a strategic, human, and deeply effective way to lead.
So don’t just focus on perfecting the brief or hitting your billables. Look up. Look around. Who are you connecting with? How are you helping others thrive?
Because when you do that—when you serve others—you serve your own career in ways you might not expect.
Warmly,
Cecilia
You're on the Pathway to Partnership - But are you leading the way?
Over the past few weeks, I’ve been sharing the six most common mistakes I see women lawyers make on their journey to partnership. And today, we’ve arrived at the sixth—and in many ways, one of the most disempowering:
Mistake #6: Relying too much on your firm to support your progression to partner.
This came up in conversation with a woman who attended one of my Firm Women Breakfasts. She’s a partner in one of the Big Four, and she said something that stuck with me: “So many women are told they’re on track for partnership, and then… nothing happens. They’re left waiting—and confused.”
They’ve done everything “right.” They’ve been told they’re in the running. And then the silence becomes deafening. No roadmap. No feedback. No support. And naturally, frustration creeps in.
The truth is: some firms have brilliant partnership programmes. Others offer patchy, inconsistent support. And many—far too many—offer nothing at all. They expect you to just “figure it out.”
If this sounds familiar, here’s what I want you to know: You can’t afford to wait. You have to take the lead on your own development.
From Reactive to Intentional
Let’s talk about your day-to-day reality. Client work lands in your inbox—and you do it. More work comes in—you do that too. It’s a cycle of reactivity. One client told me: “If the senior partner calls, you drop everything and say yes.”
But here’s the thing: you have more agency than you think. Becoming a partner isn’t just about saying yes. It’s about being intentional—with your time, your energy, your learning, your visibility.
If partnership is something you really want, then you need to get crystal clear on:
What skills you still need to develop
How you’re going to build those skills
And—critically—how you’ll fit that into your client work without burning out
This is Why Having a Niche Matters
One of the key things we focus on in Pathway to Partnership is niching—because clarity unlocks capacity.
When you know exactly who your ideal clients are, you no longer try to serve everyone. You stop being reactive. You become focused, expert, and efficient. You know:
What keeps your clients up at night
Where to focus your time
How to deliver real value without overwhelm
That’s how you free up the headspace to work on the strategic skills that matter for partnership. You stop spinning plates—and start building momentum.
It’s All About Balance (And Yes, You Can Have Fun Too)
One of the biggest realisations my clients come to is that success isn’t about going all-in on just clients or just self-development. It’s not about doing everything for the firm—or ignoring your own growth. It’s about balance.
Balance between what you need, what your clients need, and what the partners need. Balance between doing the work and building the relationships that will carry your career forward.
Let me share a wonderful example.
My dear friend Sharon Lewis—now a senior partner at Hogan Lovells—used to book early-round tickets to the tennis at Roland Garros. She’d invite clients and potential clients with their children, and bring her own children too. Everyone had fun. Clients connected with each other. And the best part? They started marketing her—to each other.
It wasn’t expensive. It wasn’t stressful. It was a brilliant, joyful way to combine work and life—and to let her strengths speak for themselves.
What We Do in Pathway to Partnership
When you join Pathway to Partnership, we don’t just talk about theory. We build your roadmap. Together, we figure out:
Which skills you still need to develop
Where you are on each of those skillsets
How you’re going to build them—realistically—around your client load
How to set boundaries so that your development doesn’t get endlessly postponed
And most importantly, we help you do all of that without feeling overwhelmed.
It’s about being proactive, strategic, and focused. And it’s often far less time-consuming than you think.
That wraps up my six-part series on the most common mistakes women make on the journey to partnership. Let’s make sure you’re not just waiting for someone else to move your career forward. Let’s get intentional—together.
Warmly,
Cecilia
You Can’t Make Partner by Playing It Safe
Too many brilliant, capable women lawyers are stuck in a pattern that’s quietly derailing their careers.
They come into the office early. They work hard. They rack up the billable hours. They take a quick lunch, keep their heads down, and finally leave late in the evening. And then—someone else makes partner. Someone less qualified. Someone less committed. Someone less excellent.
Why? Because that woman lawyer, despite all her effort, has stayed silent. She’s stayed invisible.
Hi, I’m Cecilia.
I work with women lawyers who want to become partners faster—and thrive once they get there. And today I want to talk to you about the fifth mistake I see women make on the pathway to partnership: staying silent, staying invisible, and hoping the work will speak for itself.
Let me be clear: it won’t.
In many jurisdictions, over half of law graduates are women. And yet, the further up the ladder you go, the more the numbers flip. 60–70% of senior associates are women—but 60–70% of partners are men.
There are a ton of reasons for that. But one of the most consistent and fixable? Women staying quiet. And that silence shows up in three ways.
1. Staying Silent in Meetings
You’ve probably felt it—the hesitation, the second-guessing. You sit in a meeting with something to say, and then you hold back. You tell yourself:
“What if it’s wrong?”
“What if they think I’m stupid?”
“What if I look like I don’t know what I’m talking about?”
I’ve been there. Years ago, working in a U.S. firm in Paris, I remember sitting in meetings terrified of saying the wrong thing. But here’s the truth: saying nothing is worse than saying the wrong thing. People are judging you anyway—they might as well judge you based on what you do say, not what you don’t.
Start by setting a small goal: speak once in every meeting. Then make it twice. Then three times. Speak early. It doesn’t have to be profound. Just show up. Let your voice be heard.
2. Forgetting You’re Part of a Community
So many women lawyers are excellent at their work—but they forget that law is not a solo sport.
You’re part of multiple communities: your team, your practice group, your office, the broader firm, even trade associations and networks outside the firm. But if you’re sitting in your office, quietly grinding through work, people begin to wonder:
“Why isn’t she connecting?”
“Why doesn’t she participate?”
“Is she even part of the team?”
You’re not just not contributing—you may be detracting. And yes, I hear this often:
“I hate politics.”
Here’s the reframe: It’s not politics—it’s connection. It’s humanity. It’s about letting people know who you are, and taking an interest in who they are.
If the other partners don’t know you—if they’ve never had a real conversation with you—why should they trust you to join them at the table?
3. Thinking the Work Will Speak for Itself
It won’t.
You need to advocate for yourself. You need to have conversations about your ambitions—and have them often. Not just once a year in an annual review.
You need to be telling people what you’ve done, what the results were, and what you want next. That’s not arrogance. That’s clarity.
If you’re not comfortable shouting about your work from the rooftops (and let’s be honest, most of us aren’t), start small. Share your wins with trusted colleagues. Practice stating your accomplishments with confidence. Let people know what you bring to the table.
What Visibility Looks Like in Practice
So what does it look like to stop being invisible?
Speak up in meetings. Even if your voice shakes. Start early. Start small.
Create community. Ask someone you admire for coffee. Host a casual breakfast with colleagues. Take the lead in building the relationships around you.
Tell your story. Share what you’re working on. Advocate for your next step. Make your ambitions known.
If there’s a partner you want to connect with—but it feels awkward—don’t start with the most senior person. Start with someone closer to you. Build your circle gradually. Let that circle introduce you to others.
That’s how networks are built. That’s how trust grows. That’s how leadership starts.
What Will You Do This Week?
What’s one small step you can take this week to become more visible?
Because here’s the truth:
If your own firm doesn’t know who you are, how can they trust you to build client relationships outside the firm?
Law is a relationship business. Don’t let your brilliance stay hidden behind your billables.
This was the fifth mistake in my Six Mistakes Women Lawyers Make on the Pathway to Partnership series. If you’d like the full list, I’m dropping the link in the comments.
And next week, I’ll be back with the final one.
Until then—be bold, be visible, and take up space.
Warmly,
Cecilia
More Focus. More Freedom. More Fees.
Let’s talk about freedom. Let’s talk about fees. And let’s talk about how a clear brand and a tightly defined niche unlock both.
You see, too many brilliant women lawyers I work with fall into the same trap: They try to do too much.
They say yes to everything interesting. They work across multiple areas of law. They serve multiple kinds of clients. They keep expanding, thinking: “If I develop expertise in all these areas, surely the work will follow.”
But here’s the truth: It’s not adding more that creates success—it’s focusing more.
What I See With My Clients
Time and again, I watch highly capable, thoughtful lawyers scatter their energy across five, six, sometimes even ten different practice areas or client groups. Everything feels compelling. Everything seems worth exploring.
But the result?
A diluted message
A fuzzy professional identity
And a whole lot of exhaustion
When you’re spread thin, you're not deepening your expertise—you’re chasing your tail. You're constantly context-switching. You’re marketing to everyone and connecting with no one. And more importantly—your ideal clients? They don’t see you.
A Strong Niche Brings Freedom
It may sound counterintuitive, but narrowing your focus gives you more freedom, not less.
Why? Because when you define a clear niche:
You know exactly what kind of work to say yes to
You know what to decline without guilt
You stop wasting energy on low-impact marketing
You become known for something—and that something attracts the right clients
That’s when your name gets passed around. That’s when opportunities find you. That’s when fees go up—because you're seen as the go-to in your space.
Why We Resist Niching
Let me guess—if the idea of niching down makes you feel nervous, it’s probably because of one of these thoughts:
“But I like variety.”
“I don’t want to limit myself.”
“What if I pick the wrong thing?”
These fears are valid. But here’s the shift I invite my clients to make:
You’re not closing doors. You’re choosing the right ones to walk through.
You can still be curious. You can still explore. But your brand, your visibility, and your value are all built on clarity. A niche isn’t a trap. It’s a springboard.
More Freedom, More Fees—Here’s How
If you’re serious about growing your practice—whether you’re heading toward partnership or looking to lead more confidently in your role—start here:
Get crystal clear on your niche
Who are your ideal clients? What problems are you solving for them? What outcomes do you help them achieve?Craft a focused, compelling brand
When someone asks what you do, the answer should be sharp, specific, and memorable. You want people to think: “She’s the one I need for this.”Let go of the rest
You don’t need to serve everyone. You need to serve the right people—and serve them exceptionally well.
One Final Thought
When you niche, you’re not just making your marketing easier. You’re reclaiming your time, your energy, and your authority.
You’re choosing to stop doing everything—so you can do the right things, brilliantly.
That’s what leads to more confidence.
That’s what leads to stronger client relationships.
And yes—that’s what leads to more fees.
If you’re a woman lawyer who wants to find your niche, build a clear brand, and finally stop spinning in circles, let’s talk. Pathway to Partnership is designed exactly for this.
And if you're not sure where to start, ask yourself: What’s one thing you could stop doing today to start narrowing your focus?
Because clarity isn’t just powerful. It’s profitable.
Warmly,
Cecilia
Great lawyer? Sorry, it's not enough.
One of the most common things I hear from women lawyers is this:
“I just want to be the best lawyer I can be.”
And I understand that. I really do. But here’s the hard truth:
Being a great lawyer is no longer enough.
In today’s firms—particularly if you have your eye on partnership—your legal skills are table stakes. It’s your non-legal skills that will set you apart, that will make you visible, and that will determine how fast (and whether) you move forward.
The Fifth Mistake on the Pathway to Partnership
We’re in the middle of a mini-series about the six biggest mistakes women lawyers make on the pathway to partnership. And this one is critical:
Mistake #5: Failing to take ownership of your non-legal development.
Too many women assume that the firm will take care of it. That if they’re “on the track” to partnership, someone will help them get there.
But let me be honest—support varies wildly.
Some firms have excellent programmes.
Some have good intentions but deliver very little.
And some? They leave it entirely up to you.
In every case, one thing is true: you must take ownership of your own growth.
Your Job Changes Completely at Partnership
Becoming a partner isn’t just about doing more legal work. It’s about becoming a:
Marketer
Sales expert
Team leader
Business developer
Financially literate business owner
None of that was covered in law school. And most of it isn’t covered on the job. So if you’re not learning these skills intentionally, you’re falling behind—even if your legal work is stellar.
The Myth of “Doing It All Immediately”
Let’s acknowledge something else I see constantly: Women thinking they have to master everything right now. That’s simply not possible. And it’s a recipe for burnout.
So instead, what I recommend is this:
Create a Strategic Non-Legal Skills Plan
Identify the skills you need.
Think leadership, business development, sales conversations, branding, visibility, internal influence, financial acumen.Prioritise.
Which skills will have the biggest impact now?
Which are long-term plays?
Which are quick wins?Build a phased timeline.
Example:Months 1–3: Focus on leadership and team dynamics
Months 4–6: Focus on business development and branding
Months 7–9: Focus on sales conversations and niche positioning
Choose your learning methods.
Will you take a course? Read a book? Hire a coach? Practice on the job? Find a mentor? Make it real—and make it manageable.
What About Client Development?
One major red flag I often hear:
“My firm doesn’t really let junior lawyers develop their own clients.”
That’s a problem. Because suddenly—right before you’re up for partnership—you’re told to bring a business plan and prove you can attract clients. But no one’s ever shown you how.
If that’s your situation, consider:
Talking to your firm about how they can support your client development
Seeking support outside the firm (coaches, mentors, training)
Or yes—considering whether you're in the right firm at all
Because like it or not, if you want to be a partner, you need to know how to build relationships, define your niche, have sales conversations, and create your own book of business.
Start Now. Start Small. But Start.
Your legal skills got you to where you are now.
Your non-legal skills are what will get you to partnership—and beyond.
And the sooner you start building them, the better positioned you’ll be when the time comes.
Pathway to Partnership – One Spot Left
As it happens, today we’re kicking off the second round of Pathway to Partnership, and I’m thrilled to say we’ve already seen massive transformations in the women who went through the first round. They’ve shifted their confidence, clarified their ambitions, and made powerful moves.
If you're serious about:
Gaining clarity on whether you want partnership and why
Building confidence to speak up, show up, and lead
Learning client development and other critical non-legal skills
…then this programme is for you.
There’s one spot left. And the price is going up in June. So if you’ve been on the fence, now is the time.
Send me a DM today and we’ll find a time to talk.
Because you don’t have to figure it all out alone. But you do have to take the first step.
Warmly,
Cecilia
How to Make Partner in a Law Firm
The Ultimate Step-by-Step Guide
Want to make partner in a law firm? This in-depth guide covers everything from building your business case to navigating politics and avoiding burnout.
When I was younger, I believed that becoming a partner in a law firm was the pinnacle of professional success. My father was a partner at one of the Big Four Australian law firms. He thrived in the role—respected, influential and deeply engaged with his work. I admired him and wanted to follow in his footsteps.
It took me years to realise that, unlike my father, partnership didn’t align with who I truly was—or with the kind of life I wanted to create. I loved the intellectual challenge of the law, yes. But I also loved writing, creativity and helping others grow. The more I learned about myself, the more I saw that partnership wasn’t the only path to fulfillment. And for me, it wasn’t the right one.
Now, in my work coaching women lawyers, I see a clear divide. Some are laser-focused on making partner. They know it’s what they want—no hesitation. Sure, they might have fears (bringing in clients is a big one) but their goal is crystal clear. Others are more uncertain or are already partners and quietly regret it.
If you're in that second group, I invite you to pause for a moment and reflect. Before you throw yourself fully into the partnership race, ask yourself:
What gives me energy in my current role—and what drains me?
What do I want to do more of?
What would I happily never do again?
Which parts of running a business interest me? Which parts bore me to tears? How do I feel about bringing in clients?
Am I excited—or anxious—about being the final decision-maker?
What does success really mean to me?
What matters most in my life?
No one else can define success for you. But if partnership is your goal, then this guide is for you. We’re going to break it all down step by step so you can pursue that goal with clarity, purpose and strategy.
1. What “Partner” Actually Means
At the most basic level, a “partner” in a law firm is a part-owner of the business—but you already know that. Many firms, particularly the larger international ones, make a distinction between two types of partners: equity and salaried (so it turns out that not all partners are part-owners of the business).
Equity partners have an ownership stake in the firm and share in its profits and losses. They are generally senior lawyers and are responsible for the strategic management of the firm. They tend to earn significantly more than salaried partners—at least, in the good years. In the top US and UK firms, equity partners earn over a million dollars (or pounds) a year, for example.
In order to become an owner of the firm, an equity partner typically needs to buy a partnership stake. This is what gives them a share in the firm’s profits (and sometimes losses), as well as a seat at the decision-making table. Traditionally, this meant writing a lump-sum check—a significant financial contribution that could range from tens of thousands to several hundred thousand dollars, depending on the firm’s size, structure and profitability.
However, many modern firms now offer more flexible pathways to ownership. One increasingly common option is a drawdown model, where the partner’s equity stake is paid gradually out of future earnings. Instead of paying upfront, the firm deducts a portion of the partner’s annual compensation over a set period of time. This helps reduce the financial barrier to entry, especially for younger lawyers or those without significant personal savings.
In some firms, partners may also be expected to make additional capital contributions at key moments—such as when the firm is expanding, investing in new offices or navigating a financial downturn.
Salaried partners do not have ownership in the firm and, as their name indicates, are paid a salary plus a bonus. They generally earn significantly less than equity partners but on the upside, their earnings are stable. They are less involved in the running of the firm, which gives them a chance to build their leadership skills on the scale of their team or practice area before taking on bigger responsibilities.
Not all firms make a distinction between equity and salaried partners. Other types of partner you might find include:
The founding partners The managing partner Junior and senior partners Local and global partners
2. The Typical Timeline
There is no one-size-fits-all timeline, but many lawyers are considered for partnership after 8–12 years of practice. Factors that can affect this include firm size, practice area and your ability to build a strong business case. Fast-track candidates often take on leadership roles early, consistently exceed billable hour targets and develop a reputation for excellence both inside and outside the firm.
People sometimes decide to launch their own practice only one or two years out of law school—but this can be difficult because it takes time to learn the skills of lawyering and the skills of running a business.
3. Building a Business Case
One of the most critical components of becoming a partner is your business case. This typically includes three core pillars: client development, revenue generation and growth potential.
At most firms, you will need to present your business case as part of a detailed business plan. This document outlines the business you’ve already brought in and, just as importantly, your strategic plan for generating future revenue. A strong business plan typically includes:
A summary of your legal and management expertise
An analysis of your current client base
A breakdown of past revenue contributions
A plan for client development activities in your early years as partner
Drafting your business plan is more than a formality—it’s a powerful opportunity to get clear on your niche, your ideal client and your personal brand, both inside and outside the firm. It forces you to look at the data: where do your clients actually come from? In many cases, you’ll find they originate from internal referrals or introductions by other lawyers—not always through direct outreach or marketing efforts to clients. This insight should shape where and how you invest your marketing efforts.
Many lawyers fall into the trap of trying to cover too many practice areas. They’re curious, multi-talented and genuinely interested in several fields. But trying to develop multiple areas at once can confuse potential clients, dilute your personal brand and lead to marketing burnout. The key is to define your smallest viable audience— a client base that is focused enough to be recognizable and memorable, yet broad enough to remain sustainable long term.
Another common pitfall is overestimating how much marketing you can do. Ambitious plans to write weekly articles, host events, speak at conferences, run a podcast and grow a social media following often lead to overwhelm. The result? Nothing gets done consistently or well. Instead, focus on a few high-impact, realistic marketing activities that align with your strengths and audience and commit to doing them with excellence.
4. The Skills That Set You Apart
Many women lawyers say to me, “I just want to be the best lawyer I can be.” And there are plenty doing just that —working long hours, racking up impressive billables and hoping that alone will be enough.
I also often hear, “I hate politics.” But here’s the truth: being a lawyer—especially a partner—is not just about technical excellence. It’s a relationship business. It’s about building trust with your future partners so they know you, like you and believe in your leadership. It’s about building trust with referral lawyers or clients so they turn to you when it matters most.
Technical skills will only take you so far. In most firms, strong technical skills are the baseline—everyone at your level has them. What distinguishes those who make partner is mastery of three key areas:
Client development
If you can show that you consistently bring in clients—or have the potential to—you’re already way ahead. Business development is one of the hardest aspects of partnership and most lawyers have had little or no training in sales or marketing (which are entire professions in themselves). If you’ve figured out how to do it effectively, you are gold to your firm.
Leadership
Leadership is more than just managing people—it’s about creating momentum, connection and vision. Many lawyers are never trained to lead and as a result, law firms are full of dysfunctional teams that don’t operate at their best.
Being a strong leader means managing teams well, yes—but also looking outward. What communities are you part of and how do you contribute to them? These might be your daily team, your wider practice group across offices or external associations. Community is a fundamental human need and if you can be the person who brings people together, even by organizing something as simple as a breakfast across practice areas in your firm, you’ll be recognized as a leader.
Emotional intelligence
Lawyers are trained to be rational. But law firms are some of the most emotionally charged environments around. Every day, you encounter fear, jealousy, pride, anxiety, joy, frustration and more. If you can manage your own emotional responses—particularly anxiety, which many women lawyers struggle with—and handle high-stakes, emotionally complex conversations with calm and clarity, you become invaluable. You’re the person who moves the room from panic and blame to solution-focused problem-solving. That’s real leadership.
5. Mental Health & Preventing Burnout
On the partner track, it’s easy to fall into a cycle of overwork, perfectionism and self-neglect. But burnout doesn’t make you a better lawyer—it makes everything harder. If you’re serious about building a long, sustainable career, protecting your mental health must be part of the plan.
Prioritise sleep, support and boundaries
Sleep is non-negotiable. So is having someone you can talk to—whether that’s a therapist, coach, mentor or trusted friend. Set boundaries around your time and energy. Start small: block time for lunch, say no to evening emails one day a week or protect your weekends. These small acts of self-respect compound over time.
Learn to say “no” strategically
Saying no doesn’t mean being difficult—it means knowing your priorities. If you’re always saying yes to low- impact work, you won’t have time for the high-impact opportunities that move you forward. Be honest, respectful and proactive about what you can realistically take on.
Invest in emotional resilience
Therapy, coaching, mindfulness, journaling—whatever helps you stay centred, use it. The emotional highs and lows of law firm life are intense, especially when your identity and self-worth are tied to external validation. Building internal stability gives you the strength to weather those storms with grace.
Being on the partner track isn’t just about peak performance—it’s about long-term stamina. Prioritise your wellbeing now so you’re not just successful but also healthy, fulfilled and grounded when you get there.
6. Cultivating Advocates
Rarely does someone make partner without advocates inside the firm. These are the senior lawyers who champion your case behind closed doors. To win their support, focus on building genuine relationships, delivering outstanding work and demonstrating your loyalty to the firm’s long-term success. They need to know, like and trust you, and that takes work.
Navigating relationships with senior partners—especially senior male partners—can be particularly challenging for women lawyers. Start by strengthening your connections with junior partners or those you already know. Build from there and don’t be afraid to ask for introductions.
7. The Evaluation Process
The process for becoming a partner varies by firm, but it typically involves multiple interviews with senior partners or a formal review by a partnership committee. At some point, you’ll be expected to present your business case, demonstrate your leadership potential and show that you embody the firm’s values.
Preparation is absolutely critical—this is not the time to wing it.
If you're aiming for partnership within your current firm, it’s essential to know exactly who the decision-makers are and to make sure they know who you are. In large firms, the partnership committee may be reviewing up to forty candidates in a single year. The challenge isn’t always deciding who’s qualified—it’s simply remembering who’s who.
So your goal isn’t just to be excellent. Your goal is to be memorable.
That might mean reaching out to senior partners on the committee for a conversation—yes, it can feel intimidating, but it’s often the most effective move you can make. It’s also about crafting a clear internal brand: what do you want to be known for within the firm? Your client work, your leadership, your involvement in pro bono initiatives? Maybe for bringing people together across departments or for mentoring junior colleagues.
And don’t overlook the visual impression. When it comes time for your interview—or any key meeting—choose attire that’s both professional and distinctive. This is not the moment for a beautifully tailored but entirely forgettable navy-blue or grey suit. You want to be remembered as you—the future partner who stands out for all the right reasons.
8. Internal Politics: How to Navigate Ethically and Effectively
Many lawyers shy away from firm politics, imagining it’s all backroom deals and ego-driven alliances. But internal politics, when navigated ethically, is really about understanding influence and relationships—essential ingredients in any leadership role.
Build influence without playing dirty
True influence doesn’t come from manipulation—it comes from trust, credibility and consistency. You build it by being reliable, helping others succeed and contributing to the broader goals of the firm. Be the person who follows through, communicates clearly and steps up when it counts. Influence is the cumulative result of those daily micro-decisions.
Recognise informal power networks
Formal hierarchies matter, but so do informal ones. Pay attention to who really drives decisions, who others seek out for advice and which circles of influence exist in your office. These networks often have more sway than official org charts and they’re usually built on long-standing relationships. You don’t have to force your way in, but you do need to understand the dynamics and find authentic ways to connect.
Navigating internal politics ethically is not about being a player. It’s about being a professional who understands that trust, influence and judgment matter just as much as legal skill.intelligence. Observe first, then contribute in ways that reflect thoughtfulness, not e XXXXXX
9. Common Pitfalls
Undervaluing billable hours
Women are significantly more likely than men to underreport their billable hours. Often, this stems from a desire for efficiency—they feel a task shouldn't have taken as long as it did, so they adjust their time accordingly. Even when aware of this tendency, many still discount their hours. At its core, this behaviour often reflects deeper questions about self-worth and perceived value.
Client development challenges
In many firms, especially larger ones, partners may be protective of their client relationships, making it difficult for associates to develop their own client base. Yet, when you're on the pathway to partnership, you're suddenly expected to bring in business. In firms with major institutional clients, you're unlikely to land a Fortune 500 client straight away.
One strategy is to build relationships with peers—in-house lawyers at a similar level as you who may eventually become general counsel or decision-makers. Growing your networks proactively will pay off in the long term. Don't shy away from blending the personal and professional—organise client-friendly events that are inclusive, such as family outings or activities involving children.
Jurisdiction-specific restrictions
In some jurisdictions, such as France, you may be allowed to have personal clients. However, this can lead to complex dynamics within your firm. Some firms may claim those clients as their own or may not allocate time for you to service them properly. It’s important to understand your firm’s policy early and navigate it carefully.
Time management and strategic planning
Balancing client work with business development requires a flexible, realistic roadmap. Make it enjoyable— identify the most engaging and energising ways to build relationships and grow your practice. When the work is fun, you're far more likely to stick with it.
10. What If You’re Not on Track?
If partnership isn’t in the cards—at least not at your current firm—that’s not the end. You might:
Seek feedback: understand the gaps and make a plan to address them
Switch firms: a new environment could offer better alignment or faster growth
Launch your own firm: although this is challenging, it can also be hugely rewarding both financially and emotionally
Explore alternatives: leadership roles in-house, in government or academia can be equally fulfilling
Think long and hard about what you really want in a law firm. Do you want to be in the big international firms with high income and long, unpredictable hours—and the challenge and thrill that goes with that? Or do you want something else? Big law is not the only way to practise. This is where it is so important to listen to your emotions and what you want—not what you think other people might want for you—and to proactively create a career that works for you.
11. Own Your Development
Some firms will actively support your journey to partnership. Others... won’t. Regardless of the support around you, it’s your responsibility to know what skills you need to develop—and how and when you’re going to build them.
Don’t wait until the moment you’re up for partnership to scramble and convince others you’re ready. You need to start as early as possible in your career and have a roadmap for developing these skills in a way that fits in around your client work.
12. Final Thoughts
Becoming a partner isn’t just about putting in the time. It’s about vision, strategy and relentless focus on delivering value. For those who achieve it, it can be incredibly rewarding—financially, professionally and personally. But even if you take a different path, what matters most is finding a career that aligns with your goals, values and definition of success.