FROM THE BLOG
Your path to becoming a partner starts here.
Sales Conversations for Women Lawyers
Last week, I had every intention of continuing with audio events, but as life would have it, LinkedIn has decided to pause that feature. So, here I am—back on LinkedIn Live—and I’m grateful you’re here with me.
Today, I want to talk about a subject that’s been coming up again and again in my coaching conversations with women lawyers: sales. Yes, sales. Not just the numbers, but the energy, the discomfort, the push-pull between confidence and credibility, between value and vulnerability.
Why Sales Conversations Feel So Difficult for Women Lawyers
Many of the women I work with tell me they find sales conversations confusing and even disempowering. They’re unsure of what tone to strike. If they come across too confidently, they worry they’re being “aggressive.” If they try to build rapport, they sometimes end up giving away too much value. And that tightrope walk can sometimes tip into trying to be likeable—even seductive—just to be heard.
It’s a painful truth: Women often feel they need to work harder to be seen as credible, and that challenge is amplified in sales conversations.
So today I want to offer you three practical strategies for navigating these moments with clarity, strength and authenticity.
1. The Classic Two-Phase Sales Conversation
There’s a tried-and-true sales structure that is surprisingly effective—especially when it’s aligned with your own natural empathy and insight.
It goes like this:
Phase One: Listen deeply.
Begin with a calm, open energy. Your job here is not to impress, but to understand. Ask thoughtful questions. Be genuinely curious about your client’s challenges. Let them talk. Mirror back what you’re hearing. “So what I’m hearing is that your biggest concern is X, Y and Z—have I got that right?”Phase Two: Shift your energy.
Once they confirm that you’ve fully understood their needs, it’s time to stand up taller—literally and metaphorically. This is when you switch to a more assertive energy. Speak clearly and confidently: “Given what you’ve shared, here’s what I believe you need. Here’s how I can help. This is what it will cost.”
This approach works so well because it builds trust first, then establishes authority. And women often excel at this kind of relational intelligence—if they give themselves permission to step into that final assertive phase with strength.
2. The Challenger Sale
This model, developed by Brent Adamson and Matthew Dixon, flips the first one on its head.
Instead of starting with questions, you start by demonstrating your expertise right out of the gate. You say something like:
“What we’re seeing in the market is X. Many clients in your position are struggling with Y. We believe that a better solution is Z.”
You’re not waiting to be asked—you’re positioning yourself as someone with unique insight. It’s a powerful way to convey credibility. And yes, it’s assertive. For many women, intentionally claiming this space can feel uncomfortable at first. But with practice, it can become a compelling way to lead.
Especially when you follow it up by inviting conversation: “Is that what you’re seeing as well?” This keeps the door open while still asserting your expertise.
And don’t shy away from objections. In fact, I encourage you to invite them. Say, “I know you’re talking to other law firms—what will help you decide?” or “Do you have any concerns about our approach?”
It’s brave. It’s direct. And it’s where trust is built.
3. Pre-Suasion: Shift the Frame Before You Even Begin
I recently read a fascinating book called Pre-Suasion, which explains how our minds are primed for certain decisions long before we consciously make them.
Here’s an example: When people are shopping in a wine store and French music is playing in the background, they’re significantly more likely to buy French wine. Why? Because their brain is already on a French track.
So how does that relate to sales for women lawyers?
Well, if you’re going into a sales conversation and you know that unconscious bias might be working against you, how can you gently shift the frame before you even begin?
A few ideas:
Use visual cues in your pitch materials. A subtle image of someone like Ruth Bader Ginsburg, Christine Lagarde or another respected woman in law or leadership can help prime the client’s brain to associate you with credibility.
Acknowledge the elephant—gently. Something as subtle as, “As a woman in this space, I know we sometimes have to work twice as hard to prove our value. I’m happy to let my work speak for itself.” That one sentence can be enough to plant a seed.
Share a story. Stories are incredibly powerful. If you can include a brief case study of how you navigated a particularly challenging situation for a client, you’re both sharing your expertise and inviting empathy.
I’m still exploring how best to bring this idea into the sales room in a way that’s empowering but subtle. If you have ideas, I’d love to hear them.
In Summary
Sales doesn’t have to be scary—or manipulative. In fact, when done well, it’s an act of service. You’re saying: “I understand your problem. I know how to solve it. And I want to help.”
To recap:
Use the two-phase conversation: Listen deeply, then step into your power.
Try the Challenger approach: Lead with insight, and don’t be afraid to challenge.
Pre-suade with subtle signals: Shift the narrative before it begins.
Final Thoughts
If this resonates with you and you’re preparing for partnership—or have just stepped into it—I’m currently enrolling a few more women in my Pathway to Partnership program. It’s a 3-month journey for ambitious, thoughtful women lawyers who want to lead with impact without burning out. DM me if you’d like to chat.
And next week, I’ll be talking about something I feel very passionate about: how we can make law firms psychologically safer for junior lawyers. Because no young woman should be crying on her way to work.
Until then—trust yourself. Step into the room. And own your space.
Warmly,
Cecilia Poullain
Pathway to Partnership - salary or equity?
Last week, during a session with English-speaking women lawyers here in central Paris, someone asked a brilliant and deceptively simple question:
“What are the different types of partnership in law firms?”
Now, this might sound like a straightforward topic—but as with many things in the legal profession, the answer is layered and deeply strategic. In fact, there are at least 16 different types of law firm partners: founding partners, managing partners, salaried partners, equity partners, global partners, local partners, emeritus partners... the list goes on.
But rather than walk you through all sixteen (which would be enough to send anyone to sleep before their next client meeting), I want to zoom in on the two most common—and most impactful—types:
💼 Salaried Partner
💰 Equity Partner
If you're on the path to partnership—or already there—understanding the real difference between these two can help you make smart, strategic decisions about the future of your career.
So, What Is the Difference?
At its core, the distinction is about ownership and risk.
Salaried Partners are paid a fixed annual income. It’s usually a step up from a senior associate role, both in title and in pay, but there is no profit share involved.
Equity Partners own a portion of the firm. Their earnings depend on the firm’s profits—some years might be spectacular, others more modest. But with the profit share comes influence, responsibility, and, often, prestige.
Being an equity partner means buying into the business—not just legally, but emotionally and strategically.
Why Do Law Firms Create This Distinction?
The truth is, partnership is a journey, not a single moment. Firms often use the salaried partner level as a transition zone—a space for high-performing lawyers to begin taking on more responsibility without diving headfirst into firm management and financial risk.
It’s also a space to:
Consolidate your leadership and client development skills
Grow your team and mentor junior lawyers
Deepen your legal expertise
Begin thinking about the firm as a business—not just a place to practice law
From a firm’s perspective, it's a way to structure seniority and develop future leaders. From your perspective, it can be a stepping stone—or a destination, depending on what you want.
How Big Is the Difference in Earnings?
Let’s talk numbers. Because yes, the financial gap between salaried and equity partners is significant—and it varies widely across regions and firm size.
🇺🇸 In the U.S.
Small firms:
Salaried Partner: $150k – $300k
Equity Partner: Double that—and more
Large firms:
Salaried Partner: $300k – $500k
Equity Partner: $1.2M – $3M+
Top-tier firms:
Equity partners can earn over $5 million a year
🇬🇧 In the UK
Small firms:
Salaried Partner: ~£80k
Equity Partner: ~£160k+
Large firms:
Salaried Partner: £150k – £300k
Equity Partner: Often £1.5M – £2M (especially at firms like Linklaters or Clifford Chance)
🇫🇷 In France
Mid-sized firms:
Salaried Partner: €80k – €250k
Equity Partner: Up to €500k
Large firms:
Salaried Partner: €120k – €200k
Equity Partner: €500k – €1.5M+
So yes—the jump can be very lucrative. But it’s not just about money.
The Real Question: What Do You Want?
Becoming an equity partner isn’t for everyone. It comes with incredible rewards, but also real responsibilities—like navigating firm-wide financial decisions, dealing with governance, and sometimes being involved in tough conversations around staffing, strategy, or restructuring.
Some lawyers love that challenge. Others find their joy in the work itself—serving clients, mentoring teams, developing legal strategy—and not in managing the business of the firm.
Here are a few powerful questions to consider:
Are you energised by the idea of leading the business?
Do you want a say in the firm’s long-term direction?
Are you comfortable taking on financial risk for greater reward?
Or would you rather focus on client work, with the stability of a salary and fewer firm-wide obligations?
There is no right answer. The key is to make a conscious choice—based on what lights you up, what you value, and how you want to grow.
What If Equity Isn’t Even an Option?
In some firms, equity partnership is capped or tightly held. If your firm isn’t open to new equity partners—or if the pathway feels opaque—that’s a valuable piece of information.
It may not mean leaving your firm, but it might mean initiating a deeper conversation with leadership, or exploring your options elsewhere.
Your talents, your leadership, your ambition—they deserve room to grow.
Introducing: Pathway to Partnership
If you’re a woman lawyer considering partnership—or already navigating the transition—I’ve created a program just for you.
Pathway to Partnership is a 3-month coaching program designed to:
Help you clarify your partnership goals (and whether equity is right for you)
Strengthen your leadership, business development, and visibility
Equip you with the skills and confidence to succeed—whether you're stepping into partnership or looking to thrive once you're there
If you’re curious, just DM me and we’ll explore together whether it’s the right fit for you.
Final Thought
Whether you choose salaried or equity partnership, what matters most is that it’s a choice. One that’s aligned with your ambitions, your values, and your vision for the future.
The legal profession needs more women at the top—not burned out, boxed in, or discouraged, but leading powerfully and shaping the future of the profession.
And that starts with clarity, courage, and a clear path forward.
Warmly,
Cecilia Poullain
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.