FROM THE BLOG
Your path to becoming a partner starts here.
Profile-building inside your firm
This message is especially for women lawyers who are on the partnership track — or who are at least starting to imagine that possibility for themselves.
Over the years, coaching talented women in law, I’ve seen a recurring belief: "If I just keep doing excellent work, the results will speak for themselves."
Let me be clear — being a brilliant lawyer is essential. But it’s not enough. Not even close.
If you want to become a partner, one of the most critical skills you need is the ability to build your profile within your firm — to be known, and known for the right things, by the right people.
1. Start Building Relationships — From Comfortable to Courageous
If networking sounds exhausting, intimidating, or just not your thing, start small.
Begin with colleagues who are on your level or just a little ahead. Ask them for coffee. Drop by their office for a quick chat. Build that muscle of proactive connection.
Then — and this is where the magic happens — reach out to the “big scary people.” The ones making the partnership decisions. Yes, it can feel intimidating, but you’re not asking them to mentor you for life. You’re asking for a 20-minute chat, perhaps about their own partnership journey, or for their advice on how to shape yours. Most of them will be flattered. And they will remember you.
2. Create or Lead Something (Even If It's Simple)
Leadership doesn’t have to be grand.
One of my clients realized that a valuable monthly breakfast meeting had disappeared after COVID. So, she reinstated it. She asked her partner if it could be reintroduced. He agreed. She coordinated with her assistant, sent the invites, and within 15 minutes had become the woman who made things happen.
You don’t need a budget. You need initiative. Whether it’s restarting a meeting, founding a women’s group, or simply getting people from different departments talking — you’re demonstrating leadership, and more importantly, being seen doing it.
3. Speak Up — Literally
Public speaking is a superpower.
If there’s an opportunity to present, speak, or be on a panel — grab it. Even if the topic is only distantly related to your expertise. This builds your visibility, boosts your confidence, and positions you as someone who leads from the front.
When I was still in asset management, I said yes to every opportunity. One day it was an internal meeting. A few months later, I was on a panel at the Intercontinental Hotel in Paris speaking to 400 people. That didn’t happen because I was the best speaker — it happened because I said, “I’ll do it.”
4. Be Memorable — Authentically You
There’s a reason marketers focus on what makes a brand stand out. You’re building a personal brand — inside your firm.
What do people remember about you? Are you the woman with the vibrant scarf? The marathon runner? The one with the ceramic watering-can handbag (yes, that’s a true story — and yes, it worked brilliantly)?
When decision-makers are sitting through 50 partnership interviews, they need to remember who’s who. Don’t blend in. Don’t dress like a carbon copy. Stand out — with confidence and authenticity.
And Here’s the Secret Payoff…
All of this — building relationships, speaking up, leading initiatives, being memorable — isn’t just about ticking boxes for partnership.
It’s about stepping into your power.
Even if you never make partner (though I truly hope you do), the confidence and clarity you gain when you start owning your path is transformative. You begin to feel bold, proactive, and fabulous. And that, in itself, is worth everything.
Until next time,
Cecilia
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
Clearing the Path: Overcoming Overwhelm to Reach Partnership
Over the past few weeks, I’ve had so many conversations with women lawyers who are in what I call the "pressure cooker years." You know the ones. You're being told you’re ready for partnership—or close—but you're already stretched. You’re working 8am until… whenever, rarely seeing your children, running on fumes, and wondering: When, exactly, am I supposed to do all the work that it takes to actually make partner?
It’s a moment many ambitious, talented women face. And it’s often a uniquely gendered challenge.
When Life and Career Collide
Partnership, for many women, coincides with maternity leave—or the early years of parenting. And I don’t want to get into the politics of parental leave today. But the truth is: the bulk of caregiving still falls on women’s shoulders. It’s not just the physical care, but also the mental load of running a home, managing logistics, and staying “on” at work.
At this exact point—when you’re being asked to rise into leadership—everything happens at once.
Can You Love Law and Have a Life?
Here’s the thing I know for sure: many lawyers genuinely love what they do. You may love the intellectual challenge, the drafting, the negotiating, the advocacy. You love being of service to your clients and the stimulation of great legal minds around you.
But you also want to:
Be present with your children
Sleep
Enjoy time with your partner
Reconnect with friends
Rest.
Yet reconciling those needs with the demands of partnership can feel impossible.
Five Strategies to Ease the Pressure
There’s no magic bullet. This is a high-intensity time. But there are ways to ease the load and reclaim some sanity. Here are five strategies I often share with my clients:
1. Delegate Relentlessly—and Let Go
It’s not just about hiring help. It’s about a mindset shift: that you don’t have to do it all.
Delegate the housework. Delegate the life admin. Delegate the client research or the pitch formatting. Ask yourself: What can only I do? What adds the most value? Do that—and delegate the rest.
💡 Your rest has ROI. You are more valuable to your clients well-rested than half-awake and anxious.
2. Communicate Boundaries Clearly
One couple I know—both lawyers going for partnership—structured their week down to the hour:
Each had designated “childcare nights”
A night for sport
A night together as a couple
Nights for work or networking
And here’s the key: they communicated that schedule to their firms. When you make your availability clear, people begin to work around it. Not always, but more often than you think.
You can’t control everything—but sometimes you can lead with your boundaries.
3. Know Where Perfection Is (and Isn’t) Needed
Yes, legal work often demands precision. Clients expect excellence. But not everything needs to be perfect.
Ask:
Does this document require polish—or is good enough, good enough?
Can someone else prepare the deck while I focus on the substance?
Can I stop fussing over the font and start focusing on strategy?
Perfectionism is a hidden drain. Save it for where it matters.
4. Deal With the Emotional Weight First
We often avoid the emotionally heavy stuff: the awkward client call, the unresolved issue at home, the performance conversation we’ve been putting off.
But these things sit in the background, draining us.
💬 I often ask my clients: What’s the one thing you’re avoiding that would bring you the most relief if it were handled?
Deal with it first. Free up your emotional bandwidth for the intellectual work that follows.
5. Find Low-Effort, High-Impact Wins
A client once told me she revived an old firm tradition—a monthly breakfast. It took 15 minutes to organise. The result? Huge visibility, connection, and a sense of ease.
🔑 Leadership doesn’t have to be exhausting. Look for the fun, effortless things that let your influence grow. You don’t need to build Rome. Just show initiative, strategically.
Final Thoughts
So many of you are doing heroic work every day—holding families together, showing up for clients, managing intense pressure with grace. And yet, we still reward sleeplessness over sustainability in this profession.
It doesn’t have to be this way.
Until next time,
Warmly,
Cecilia
Happy holidays—and remember: your energy is a precious resource. Protect it.
Tough Women Partners
One of the things I’ve been sitting with recently—because it keeps coming up in conversations with clients—is a difficult but important truth:
We want to support other women in law, and yet sometimes, the people holding us back... are women leaders themselves.
It’s not an easy thing to say. And it’s even harder to experience.
I’ve heard stories from brilliant associates who assumed they’d get empathy and flexibility from women partners—only to face harshness, rigidity, and dismissal. But I’ve also spoken with incredible women partners—leaders who are vulnerable, generous, flexible, and fiercely loyal to their teams.
So today, I want to talk about the former. I want to hold space for a tough but honest conversation about why some women, under pressure themselves, pass that pressure downward—and what we can do about it.
The Inner Critic: When Being Tough on Ourselves Spills Over
This topic touches me personally. For most of my life, I was told: “You’re so hard on yourself.”
It took years to understand what that meant.
I held myself to impossible standards—perfection in every direction: work, appearance, parenting, performance. And when we carry that kind of pressure internally, we can unknowingly place those same expectations on others.
In high-stakes environments like law, where time is scarce, stakes are high, and the culture still often rewards stoicism, this pressure turns toxic. Women under strain may come across as harsh or unempathetic—not because they don’t care, but because they are barely holding themselves together.
Fear, Judgment & the Brain Under Stress
What’s really going on here?
In those moments of stress and fear, we operate from the limbic brain—the reactive part of us that triggers blame, judgment, tunnel vision. It’s where the “not good enough” loop plays on repeat.
My job as a coach is to help women shift out of that space and reconnect with their prefrontal cortex—the seat of creativity, perspective, possibility. When we do that, we stop seeing others as threats or disappointments and start seeing the bigger picture.
The Double Binds Women Face
And let’s be clear—women in law face a minefield of double binds:
Be assertive and you're "too aggressive"
Be collaborative and you're "not leadership material"
Speak up and you're "difficult"
Stay silent and you're "invisible"
I hear it all the time: “I’m not being listened to.”
Sometimes, in order to be heard, women feel they must raise their voices, harden their tone, and wield power forcefully. And while that may create short-term results, it often erodes trust, morale, and retention in the long run.
A Compassionate Rethink: 5 Strategies for Women Partners
Here are five ways we can gently shift out of survival mode—and become the kind of leaders we admire:
1. Start by Listening to Yourself
Lay down. Breathe. Ask: What do I need right now?
So often, the answer is simple: Rest. Support. Compassion.
By attuning to your own needs—sleep, space, help—you build the muscle to tune into others. Asking for support from your team is not weakness; it’s trust. And it empowers them.
2. Think Long-Term (For You and Your Team)
Ask yourself:
What kind of partner do I want to be?
What kind of growth do I want for my team?
What kind of relationship do I want with them?
Let me share a story: A woman lawyer in Canada, close to burnout, switched to a four-day workweek—first for herself, then for her whole team. In the first month, profits went up 12%. Why? Focus, engagement, and trust.
She hired pregnant women. She supported parents. In return, she got top talent and loyalty.
When you think long-term, everything changes.
3. Role-Play Your Toughest Moments
One tool I use often in coaching is role play. Take the tough situation—say, a team member returning from maternity leave—and explore different responses.
Try the extreme tough line. Try the overly lenient line. Then find the nuanced middle ground—one that honors both your standards and your values.
This is leadership as craft. Play with it.
4. Work on Perfectionism (and Shift Toward Excellence)
Perfectionism is about what others think of you. Excellence is about what you value.
When you drop perfectionism, you move from self-judgment to learning. Mistakes become feedback. And your leadership becomes more humane—and more effective.
5. Learn to Coach Your Team, Not Control Them
Great leaders don’t have all the answers—they ask great questions.
Use the CUBIC feedback model:
Q: May I give you some feedback?
B: Behaviour – What I noticed was…
I: Impact – The effect that had was…
Q: How does that land with you?
When you coach, you build capability, not dependency. And your team grows stronger—without you needing to micro-manage.
What If You're Being Managed by Someone Too Tough?
If you're on the receiving end of harshness, it's not easy. But here's a tool that helps:
Nonviolent communication:
“When you say I must stay late despite my children being unwell, I feel demotivated. I want to do a great job, but I also want to find a solution that works for both of us. Could we have that conversation?”
It’s not confrontational. It’s clear, respectful, and direct. And it starts a real conversation.
Next Steps
I know this topic is hard. And if you're feeling the weight of it today—whether you're leading a team or being led—I see you.
This is why I created Pathway to Partnership—a program for women lawyers within 1–3 years of making partner. We cover:
Clarity on why you want to be a partner
Confidence in your own leadership voice
Practical tools for winning and keeping clients
If you’d like to know more, DM me. I’d love to talk.
Let’s keep talking. Let’s lead from compassion, not fear. And let’s build law firms that work—not just for the billables, but for the people.
Warmly,
Cecilia
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.