FROM THE BLOG
Your path to becoming a partner starts here.
Partnership. Are you sure?
Today I want to share something a little more personal.
It’s about my own relationship with the idea of becoming a partner in a law firm — and how that journey shaped the work I do today with women on the partnership track.
When Success Is Someone Else’s Definition
Like many of us, I was a “good student.” Top of my class. Excellent at English, French, history — and yes, music too. In Australia, where I grew up, being a high achiever meant one of two things: you studied medicine or law. I knew medicine wasn’t for me, so law it was.
But if I’m really honest, I didn’t choose law so much as I absorbed it. My father was a respected lawyer at one of Australia’s top firms. He loved his work — truly loved it. He was intelligent, disciplined, widely admired. He read The Economist, went to the gym — and so I did too. I modelled myself on him in every way I could.
So it made perfect sense that I would follow the same path. It felt like success.
The Dream of Partnership — and the Reality Check
Fast forward through law school, qualifying in Australia, and working in the UK, and I eventually found myself in Paris. I worked in-house for a while — but the law firm life still called to me. For me, being a partner was the pinnacle. The truest expression of professional success.
It wasn’t about the money.
It was about identity.
So I went back into private practice. And… I absolutely hated it.
The hours were irregular and brutal. The stress was relentless. I was putting enormous pressure on myself — and not because anyone else was demanding it. I’d internalized this belief that becoming a partner was success. Full stop.
Eventually, I left the law firm and returned in-house at a French asset manager. I stayed for nearly 15 years — first in legal, then in the front office, structuring investment funds. Along the way, I pursued other interests, deepened my curiosity, and finally trained as a coach.
From "Wanting to Be a Partner" to Coaching Future Partners
It might seem ironic that I now coach women who want to become partners in law firms.
But to me, it’s perfect.
Because now, I help women make that decision consciously — not because it’s what they think they should want, but because they’ve asked themselves the right questions. Questions I wish I’d asked myself years ago:
Why do I really want to be a partner?
What does success mean to me, not just to others?
What kind of partner do I want to be?
What do I want to bring to the table?
Had I asked those questions earlier, things could have turned out differently. I might have chosen a different path — or I might have approached partnership with clarity and resilience, instead of pressure and self-doubt.
Either way, I would have been in the driver’s seat.
Pathway to Partnership: A Coaching Programme That Starts With "Why"
In the first module of my programme, Pathway to Partnership, we focus entirely on this kind of clarity.
We look at:
Why you want to become a partner
What kind of partner you want to be
And how to align your ambition with your values, your strengths, and your long-term vision
Why do we start there? Because once you’re clear on your "why," the rest becomes easier. You stop second-guessing yourself. You stop scattering your energy across conflicting options. You get focused — and that focus releases energy. It brings confidence. It builds momentum.
From there, we go deeper into the other two pillars of the programme:
Confidence — so you show up powerfully, even in intimidating rooms
Client Development — because no one becomes partner without learning to build relationships that matter
You Deserve to Make a Conscious Choice
You don’t have to follow someone else’s definition of success. You don’t have to repeat the story your parents lived or the one your firm expects.
You get to define it for yourself.
And that’s the work I love most — helping women get clear, step into their power, and either walk toward partnership with purpose… or walk away from it with peace.
If this speaks to you, and you’re wondering whether Pathway to Partnership might be the right fit, feel free to reach out. The first cohort has just begun, and I’m opening a waitlist for the next round.
Let’s have a conversation. You don’t have to figure this out alone.
Until next week,
Cecilia
Even lawyers need sleep
Happy New Year to you all.
This year, I find myself hoping most for peace. In our world, in our workplaces, and in our minds. And as I reflect on that, I’m struck by how often peace — especially the inner kind — feels elusive in one of the professions I know best: the law.
Today’s topic? Even lawyers need sleep.
It might sound obvious. But in many law firm cultures, it seems to be the last thing we’re willing to admit.
The Insane Standard We’re Quietly Accepting
At a breakfast I hosted recently for English-speaking women lawyers in Paris, one incredibly impressive woman shared her experience. She was going for partnership. She was doing fantastic client work. She was also handling pro bono, mentoring, and internal firm initiatives. But she was told — her billable hours weren’t quite there yet.
And so… no partnership. Not yet.
What struck me most wasn’t just the absurdity of the decision, but what it implied: the real marker of success wasn’t her intelligence, her commitment, or her leadership — it was how little she slept.
Because that’s what billable hour culture really measures, isn’t it?
Not capability. Not impact.
But how long you can stay awake.
And frankly, it’s ridiculous.
I’ve Always Needed Sleep — And I’m Not Sorry
From the very beginning, sleep has been my thing. When I was born, the nurses couldn’t find me. I was curled up, fast asleep — for hours. My mother couldn’t take me out as a baby because I was always napping.
I’ve always been someone who needs rest. Someone who thrives with rhythm and routine. I suppose it’s not surprising — I’m also a musician. I believe in consistent, focused effort. A little every day. I was the student who finished her assignments two weeks early, not the one pulling an all-nighter.
So, when I returned to a law firm and saw the culture of 10:30 a.m. starts followed by midnight finishes — or partners working from noon to 4:00 a.m. — I thought, What is this madness?
I tried to fit in. Tried coming in early, staying late, adapting. But it didn’t work. The irregularity, the sleep deprivation, the constant adrenaline — it drained me. And I realized: this culture just wasn’t designed for someone like me.
The Cost of Burning Out Brilliant Lawyers
I know lawyers who’ve survived on four or five hours a night for years. And while there’s a certain buzz — that rush of working late toward a closing or a trial — it can’t be the baseline.
Because here’s the truth: every single one of us has a breaking point.
I remember an Australian lawyer I once met. She was told she needed to “work harder” to make partner. She was already staying until 11 p.m. every night, not seeing her children. Eventually, she broke down. Burst into tears. And then, she left.
What a tragedy. Not just for her — but for the firm that lost her. For the clients who no longer benefit from her brilliance. For the profession that continues to bleed talent in silence.
The Masculine Model — and What’s Possible Beyond It
At one of my breakfasts, a woman said something that stopped me in my tracks:
“When women become partners, it’s so they can get more done.
When men become partners, it’s about identity.”
It hit me hard — and rang deeply true.
Law firms, like many institutions, were created by men, for men, around a model of individual competition. The same kind of competition you see in the schoolyard, or the swimming pool, or the boarding house. (Yes, even my daughter tells me the boys' dorm is all about push-up contests, while the girls prefer chatting in each other’s rooms.)
But the thing is — this model doesn’t work for most women. And frankly, I don’t think it works for a lot of men either.
So why are we still building firms this way?
What Could Law Firm Culture Look Like Instead?
Let me offer a few stories and ideas that inspire me:
✅ Team-Based Performance
A woman going for partnership recently told her team, “I need you to step up — and when it’s your turn, we’ll do the same for you.” Her team rallied. Her leadership was clear. And not surprisingly, people are lining up to join her team. What if we measured billable hours by team, not individual?
✅ Efficiency Over Face-Time
My father — also a lawyer — was incredibly successful. But he worked differently. Up at 5:30 a.m., gym at 6, at his desk by 8:30, home by 7. He used his energy wisely and worked with focus. He even revolutionized trust deeds — cutting them from 150 pages to 8 — saving clients time and charging for value, not volume. We can do better when we work smarter.
✅ Creating Culture, Not Just Coping
Another woman I know left a big firm to launch a legal translation collective. No hierarchy, no billable hour targets — just women collaborating and covering for each other. It worked. Why? Because they designed their environment around shared values, not inherited structures.
✅ Different Models Already Exist
A partner at a Big Four legal team said offhandedly, “Well, we don’t work the same hours as international law firms.” She’s in M&A — one of the most demanding fields. And yet, she’s thriving without burnout. Which tells me: this is a cultural choice, not an economic necessity.
Let’s Build Firms That Work for Women — and Everyone
We have a choice. We can continue expecting lawyers to burn themselves out and call it dedication.
Or we can create something better.
That’s what I’m setting out to do — through Pathway to Partnership, and now through an event I’m launching: “For Firm Women: Redesigning Law Firm Culture.”
It will be held in central Paris — probably a mix of French and English (which is fine, we’re used to that here!) — and it will bring together women who want to reimagine the way we work, lead, and thrive.
If that sounds like something you’d like to be part of, I’d love you to join the waitlist.
And if you’re on the brink of partnership — whether one year before or one year after — and you want support, clarity, and a strong community, I invite you to explore Pathway to Partnership, my signature coaching programme for women lawyers.
Let’s stop glorifying exhaustion. Let’s start designing law firms that actually work.
Wishing you rest, clarity, and peace — this year and always.
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.