Bill Every Second - Why Women Lawyers Need To Stop Discounting Their Time

There’s something I’ve seen again and again in the women I coach—something that quietly undermines careers, confidence, and the very culture of law firms. It’s not a dramatic failure or a glaring misstep. It’s subtle, habitual, and for many women, it’s happening every single day: discounting their time.

Recently, over lunch with a senior associate at a top-tier US law firm in Paris, we were talking about billing practices. She shared something that stopped me in my tracks: even when women on her team know they’re underreporting their hours—they keep doing it. The men aren’t. But the women are. Even when they’re explicitly told not to.

Let’s be clear: this isn’t just about numbers on a timesheet. This seemingly small decision has enormous ripple effects:

• It impacts promotion and compensation.

• It distorts firm culture and perceptions of performance.

• It even limits what the firm can ethically charge clients.

And most of all, it chips away at your sense of value—which is something I care deeply about helping women reclaim.

Why Do Women Discount Their Time?

There are three main patterns I see with the incredible, high-achieving women I work with:

1. Self-Worth Tied to Money

“If I bill that much… am I really worth it?”

This internal questioning is a confidence issue. And it’s not uncommon—especially in environments where value is externally measured in euros, pounds, or dollars. But billing isn’t a judgment on your personal worth. It’s a record of your work. And your job is to do the work—not to reduce its perceived value.

2. Fear of Appearing Inefficient

Many women worry: Did I take too long? Should that task have taken less time? So they trim their hours.

But remember: your billing rate reflects your experience. Junior associates bill at lower rates because it takes longer to get things done. That’s normal. That’s expected. And senior associates? Same thing. You’re still on a learning curve. If you're spending the time, that time deserves to be logged.

3. Need for External Validation

This one is particularly strong: What will the partner think? What will the client say?

Many women are raised—culturally, socially—to be helpful, not demanding. Not “greedy.” We’re taught to smooth things over. To not make a fuss. But this leads to a kind of internal censorship where we undervalue ourselves before anyone else even has a chance to.

The Cost of Underreporting

The consequences aren’t just personal. Underbilling affects the entire system:

• Firms lose revenue they’ve rightfully earned.

• Female lawyers are seen as less productive, which affects their chances for partnership.

• The pipeline to leadership becomes thinner—because women are quietly falling off track, not due to lack of talent, but due to invisible choices like these.

So What Can You Do?

Start with this: money is just money. It’s not your soul. It’s not your character. It’s not a referendum on your intelligence or ability. It’s a construct—a tool—and it's time to use it wisely.

This is the heart of what I work on every day with my clients: building confidence from the inside out. True confidence doesn’t depend on what anyone else thinks. It doesn’t come from money, title, or recognition. It comes from clarity, from purpose, from internal strength.

A Challenge for Today

If this resonates with you, here’s a small but powerful step you can take:
Bill every single minute you work today.

No rounding down. No trimming the “thinking time.” No mental negotiations.

Just… bill it.

It may feel uncomfortable—and that’s okay. That discomfort is part of the change. The more you practice it, the easier it becomes. You’ll start to own your time, your worth, and your career path.

And I’d love to hear how it goes. Leave a comment. Message me. Let’s keep this conversation alive.

You deserve to be valued. Not just when you make partner—but every step along the way.

Let’s stop discounting our time. Let’s start owning our worth.

With warmth and belief in your brilliance,
Cecilia Poullain

Struggling? You're Not Alone. The networks every lawyer needs.

When I speak to women lawyers on the pathway to partnership, I see a recurring pattern that quietly undermines their progress. It’s not a lack of technical skill. It’s not a lack of ambition. It’s this: trying to do it all alone.

This is the third in my series on the biggest mistakes I see women lawyers make on the journey to partnership. We’ve already covered:

1. Thinking that partnership is just “more of the same” as being a lawyer.

2. Not getting clear enough on what you want from a law firm.

And today, I want to talk about the third: not building the right support network—both emotionally and strategically.

Why Going It Alone Doesn’t Work

Law can be a deeply lonely profession. I’ve spoken to women who used to cry on their commute, then walk into the office smiling like everything was fine. I’ve felt that pressure myself—the pressure to be high-functioning, perfect, always on.

But here’s the truth: you can’t thrive in isolation. You can’t be your best, most impactful self if you feel disconnected, unsupported, and overwhelmed.

And yet, so many women lawyers wait too long to build the network that would sustain them—both as people and as professionals.

Let’s break this down.

1. You Need Emotional Support (Yes, You Really Do)

No matter how brilliant, driven, or capable you are, you are also human. You face stress, uncertainty, conflict, and moments of doubt—often daily.

The first layer of your network should be a safe space where you can say:

“This is hard.”
“I don’t know how to deal with this situation.”
“I feel alone.”

That’s exactly why I created Firm Women Breakfasts in Paris, and it’s a core reason behind my Pathway to Partnership programme. Women come to these spaces and breathe a sigh of relief: “I’m not the only one.”

Because here’s the thing—you can’t build a strong career on a shaky foundation. If you’re feeling anxious, stressed, or burnt out, that is your number one priority. You don’t need to “push through.” You need support.

2. You Need the Right Strategic Relationships

Let’s talk about career support now—because success in law isn’t just about doing great legal work. It’s about who you know, and who knows you.

Think about three key categories of relationships:

A. Technical Support
Who do you turn to when you don’t know the answer?

Hopefully, your partner or colleagues. But if not, consider:

• Working groups and legal associations

• Academics

• In-house counsel (they love being asked for their opinion)

• Trusted contacts in other firms (bearing in mind confidentiality, of course)

You should never feel like asking a question is a weakness. It's a strength.

B. Career Advancement Support
These are your mentors, sponsors, and champions.

The best sponsors I’ve heard about—time and again—are often male partners who see your potential and open doors. Don’t overlook them.

One great mentorship structure I’ve come across includes:

• A peer (mid-career lawyer) who understands your day-to-day

• A senior sponsor who brings connections and high-level perspective

C. Work Origination Relationships
Most work doesn’t come directly from clients—it comes from other lawyers. So ask yourself:

• Where did your work come from in the past 12 months?

• Was it another office? Another department?

• Who referred that work? And how can you continue nurturing those relationships?

Give back. Be visible. Create value. That’s how you stay top of mind.

3. You Need Someone to Talk Through the Daily (but Crucial) Stuff

This is the role I play for many of my clients. Because sometimes you need a space to say:

“I have a tough meeting this afternoon—how do I show up with confidence?”
“My partner and I aren’t aligned—how do I address it?”
“How do I speak up in a meeting when I feel like I’m not ready?”
“What should my business plan look like?”

These are not trivial questions. They’re the real questions. And when you have someone to talk them through with, you gain clarity, energy, and a massive amount of time.

You move forward with purpose.

Ready to Reflect on Your Next Step?

If you’re curious about where you stand on your pathway to partnership, I’ve recently launched a new initiative: Partnership Evaluation Hour. We spend 60 to 90 minutes together looking at the core skills needed for partnership, where you are now, and where to focus next.

If you're even thinking about partnership, this is a powerful way to get clear.

And finally…

You do not have to do this alone. In fact, you shouldn’t.

Your network—emotional, strategic, practical—is not a luxury. It’s your lifeline. Build it. Invest in it. Let it support you as you rise.

With warmth and solidarity,
Cecilia Poullain

P.S. If you’re feeling the pressure and don’t know who to talk to, reach out. Whether it’s with me or someone else, don’t wait to build the support you deserve.

Mistake # 2 Not thinking hard enough about what YOU want in a law firm.

Over the past few weeks, I’ve been exploring some of the most common — and costly — mistakes I see women lawyers making on their path to partnership. Last week, I spoke about the importance of understanding why you want to become a partner. This week, I want to go a layer deeper and ask you: have you taken the time to define what you want in a law firm?

Because here’s what I see far too often: brilliant, capable women staying stuck in firms that are "good enough" — simply because they can’t imagine anything else. They believe the only way to become a partner is within the walls of their current firm. And so they stay — often because they’re getting positive feedback, or because it’s familiar, or because they’ve internalized the belief that this is just the way law is.

But here’s the truth: there isn’t one single way to practice law. And partnership isn’t just a promotion — it’s a commitment. Before you sign up for that journey, you owe it to yourself to ask some powerful questions. Because yes, you’re working hard to climb that ladder. But are you sure it’s leaning against the right wall?

Mistake #2: Not Defining What You Want in a Law Firm

One of the biggest patterns I notice in my coaching and in conversations at our Firm Women breakfasts is that women lawyers often haven’t taken the time to define what they actually want from a law firm.

Instead, they’re guided by external validation — what the firm says, what others praise, what looks good on paper. As lawyers, we're trained to be rational, logical, composed. But that training can also lead us to disconnect from our own emotional truth.

Are you listening to yourself?

Not what your firm wants. Not what your mentor wants. Not what your family expects. You.

What do you want?

Moving From Limitation to Possibility

I recently spoke with the former head of a major Paris-based law firm. She described the ongoing culture clash between European and US firms — particularly the pressure to mimic the relentless pace of American firms, where working until burnout is not only expected, it’s normalized.

One US lawyer I met hadn’t taken a holiday in nine years. In France, that’s unthinkable. But more importantly: is it even healthy?

For some people, the high-stakes, high-adrenaline, 24/7 environment is exciting and energizing. And if that’s your ideal? Then go for it.

But it’s not the only option.

My role as a coach is to help women step out of the assumption that there’s just one way to be a lawyer. Instead, I invite you to imagine new possibilities. And to start designing a path toward your ideal version of success.

Questions to Ask Yourself Before Committing to Partnership

Before you take that next step — before you invest years of your life and energy pursuing partnership — spend some time reflecting on these questions:

• What gives you energy?
  Think about the moments when you feel most alive, engaged, and in flow. What are you doing?

• What exhausts you?
  Notice the tasks that drain you, that leave you depleted. What do they have in common?

• What would your ideal job look like?
  Do you love public speaking? Deep research? Client relationships? Negotiation? List the components of your perfect day.

• How does your work fit into your life?
  Are you making space for what matters most to you — relationships, health, rest, creativity?

• What kind of schedule do you want?
  Do you need structure and predictability? Or do you thrive on spontaneity?

• How important is salary — really?
  What do you need financially to support your life? And what role does financial security play in your sense of value or identity?

• What kind of culture do you want?
  Do you want to be in a high-pressure environment? A collaborative one? Do you value trust, vulnerability, respect?

What Else Is Possible?

Let me share a few alternative models I’ve come across — some from clients, others from inspiring law firms:

• A Monday morning check-in in a family law practice where everyone shares how they are — emotionally and personally — to build trust and adjust workloads accordingly.

• A firm that actively hires pregnant women and mothers with young children because they’ve seen how loyal, efficient, and focused these women are — resulting in lower turnover and higher performance.

• A practice that moved to a 4-day week and saw profitability increase by 12%, because it created space for life — doctors' appointments, school meetings, rest.

• A team that shares responsibility during the partnership journey: when one lawyer is preparing their business case, the others step in to support, trusting that their turn will come too.

• Leaders who practice vulnerable leadership: sharing what went wrong, what they learned, and modelling that you can be both strong and human.

• Firms that lean into conflict rather than ignoring it — using disagreement as a chance for transformation, deeper understanding, and unexpected solutions.

You Deserve to Dream

So let me ask you again: are you choosing partnership — or are you settling for the only option you can currently see?

Don’t let external validation, habit, or fear dictate your path. Start imagining what else is possible.

And if you need support to clarify that vision, I’ve just launched my Partnership Evaluation Hour — a focused 60–90 minute session where we assess where you are across the key capabilities for partnership: from leadership and confidence to client development and financial fluency. You’ll come away with clear insight and a map of where to grow.

I’m also sharing a free guide to the six mistakes women lawyers make on the road to partnership — it’s linked in the comments below.

Until next week, keep dreaming, questioning, and trusting that your version of success is not only possible — it’s worth pursuing.

Warmly,
Cecilia Poullain

Mistake #1: Thinking Partnership Is More Of The Same

I’ve just returned from a restful holiday, and something surprising struck me while I was away: I missed being here with you. These weekly conversations — exploring what it means to be a woman on the pathway to partnership — light me up in a way few things do.

So, I’m thrilled to be back with a brand-new series: The Six Most Common Mistakes Women Lawyers Make on the Road to Partnership. Over the next six weeks, I’ll be diving into each one — starting today with a big one:

Mistake #1: Thinking That Partnership Is Just the Next Logical Step

It’s one of the most common assumptions I see. You’ve been working hard, progressing steadily — associate, senior associate, counsel — and so naturally, partnership is the next rung on the ladder, right?

But here’s the truth I want you to hear clearly: partnership isn’t just another promotion. It’s a completely different job.

When you become a partner, you don’t just become a more senior lawyer. You become a business owner.

That shift — from technician to leader, from employee to owner — is profound. And many women only realise this after they’ve stepped into the role. They look around and think, “This isn’t what I signed up for.”

They feel exposed. Overwhelmed. Underprepared. Alone.

The End of the Safety Net

As a partner, there’s no one “above” you to rescue you when things go wrong. You’re no longer protected from client disputes, team conflict, or internal politics. It’s your responsibility to navigate it all — from leading client relationships to negotiating with your fellow partners for resources.

And for many women, especially those who’ve excelled by being diligent and reliable, that can be terrifying.

So Why Do Women Want to Become Partners?

In my Pathway to Partnership program, I’ve heard two dominant reasons from women:

1. They want a seat at the table.
   They’re tired of simply executing other people’s decisions. They want to make the decisions — about strategy, about clients, about direction.

2. They’re seeking recognition.
   They’ve watched peers rise while they stay stuck. They feel invisible — as if their contributions aren’t being seen or valued.

Both are completely legitimate.

But if these are your reasons, I urge you to go deeper. Because unless you understand what you’re stepping into as a partner, those motivations may not be enough to sustain you through the challenges ahead.

What Does Being a Partner Actually Require?

The list is long. And it’s not just about law.

Yes, you still need to:

• Stay on top of case law and legal developments

• Do client work

• Supervise younger lawyers

But you also need to:

• Manage people and teams (a skill few lawyers are trained in)

• Attract and retain clients (this means developing a clear market position and learning how to pitch)

• Lead sales conversations (yes, sales — and no, that doesn’t mean being pushy)

• Communicate with impact — whether with clients, partners, or junior team members

• Handle conflict constructively (no more avoiding tough conversations)

• Think on your feet — especially when a client throws you a curveball

• Understand the finances — billing, budgeting, taxes, profitability

• Contribute to business strategy — where is the firm going in 3, 5, 10 years?

• Create or improve operational processes — especially in smaller firms

And I’m sure I’ve missed things. But the point is clear: partnership is a multidimensional role. You’re no longer just practicing law — you’re shaping a business.

A Demanding but Fascinating Career

What’s exciting is that this makes partnership a rich, expansive, never-boring career. There’s always something new to learn. New skills to develop. New challenges to tackle.

But that’s also what makes it so demanding.

And unless you have a strategy for how to build those skills — deliberately and gradually — it can feel like you’re drowning in a sea of expectations.

So What’s the Solution?

You don’t need to master everything at once. In fact, trying to do that is a recipe for burnout.

Instead, I recommend creating a learning strategy:

1. Identify your quick wins — What are the easier skills you can tackle first?

2. Prioritise the long-game — What’s more complex and needs sustained development?

3. Seek support — Who can help you learn? Mentors? Coaches? Senior partners?

4. Create a timeline — Not everything needs to happen now. Pace yourself.

5. Stay curious — This is a journey of growth. Keep asking: “What’s the next thing I need to learn?”

Final Thoughts

If you're thinking about partnership, don’t just ask: “How do I become a partner?”

Ask:

“Am I ready to become a business owner?”
“Do I understand the scope of this role?”
“Am I excited to lead, to grow, to learn — not just to earn a title?”

Because partnership can be deeply rewarding. But only if you’re stepping into it with your eyes wide open.

Want to Know What the Other Mistakes Are?

I’ve put together a guide to the Six Mistakes Women Lawyers Make on the Pathway to Partnership. You’ll find it linked here. It’s a powerful tool to help you reflect, realign, and step into partnership from a place of intention.

I’ll be back next week with Mistake #2, and until then, keep asking bold questions.

With warmth and clarity,
Cecilia Poullain

Case law posts. My advice? Ditch 'em.

As an international executive coach working with ambitious women lawyers, I often see the same pattern on LinkedIn: well-meaning legal professionals posting detailed summaries of recent court decisions, full of case references and dry facts. If you’re doing this, I want to share why these posts might not be serving you — and what you can do differently to build meaningful relationships and grow your career on LinkedIn.

The Problem With “Court of Appeal” Posts

These types of posts often miss the mark because they face three main problems:

1. They don’t grab attention.

2. They don’t reveal much about you as a person or professional.

3. They lack a clear strategy or call to action.

Let’s unpack each one and explore how you can improve your LinkedIn presence.

1. Stop Writing Like You’re in Law School

Many legal posts start like this: “The Court of Appeal of Paris ruled last Thursday in case number XYZ...” followed by a dry recital of facts and rulings. Honestly? That reads like a law student’s assignment or an academic journal article. But LinkedIn is not an academic journal. It’s a social platform built for creating connections.

If you want people to engage with your content, your first responsibility as a writer is to capture their interest. Imagine reading a book: if it doesn’t hook you within the first few pages, you probably put it down. The same applies here.

Instead of leading with the case reference, ask yourself:

• Why does this case matter to the people involved?

• What emotions or conflicts were at play?

• How does this decision impact the wider industry or practice area?

Bringing the human story behind the case to life is the key. For example, instead of “Case ABC,” try opening with:
“Mrs. Jones was walking to the shops when...” — something relatable that draws the reader in.

2. Reveal Your Perspective and Personality

LinkedIn is about relationships. To build them, you need to show who you are — not just what you know. When you share your opinion on a case, you invite others to engage with you. Do you think the ruling was fair? Does it challenge the status quo? How does it align with your values and legal approach?

Many lawyers tend to keep their posts safe, calm, and “gray” — professional but forgettable. In marketing, the cardinal rule is: be memorable. Who do you want to stand out to? Other lawyers? Legal heads in insurance companies? Tailor your voice and insights for your niche audience.

Remember: your posts aren’t just about sharing information, they’re about positioning yourself as the go-to expert who understands their world.

3. Have a Clear Strategy — What Happens Next?

Posting without a plan is like throwing a message in a bottle into the ocean and hoping it lands somewhere useful. What do you want your reader to do after reading your post?

• Comment and start a conversation?

• Reach out for a consultation?

• Attend your event or webinar?

Great LinkedIn posts invite interaction and offer clear next steps. For example, if a case is controversial, ask your audience what they think and invite them to discuss it privately. Or use your post as a springboard to invite people to a breakfast meeting or workshop.

My Own Approach: Clarity, Confidence, Client Development

I’ve honed my own LinkedIn strategy by getting crystal clear on who I serve: English- and French-speaking women lawyers aiming to become partners. Everything I post, every event I run, every offer I make is tailored to help that specific audience.

Because I know who I’m speaking to, I don’t waste time on content that doesn’t serve them — and neither should you.

What Do You Think?

Do you write case law posts on LinkedIn? Are they working for you? Or do you have another strategy that’s been successful? I’d love to hear your thoughts — please reach out.

Warmly,
Cecilia Poullain

Keep calm and call your lawyer. Oh sh*t, that's me.

There’s a particular look I see in the eyes of lawyers when something has gone badly wrong. Maybe you’ve missed a deadline. Perhaps the clause you carefully drafted says something entirely different from what you intended. Or maybe the wrong document ended up in court. And then it hits you — that sickening, stomach-dropping moment of “Oh my God… I’m going to be sued. My client is going to hate me.”

We’ve all been there.

Today, I want to talk about what to do in that moment — the moment of panic — so that instead of looking like someone flailing under pressure, you can show up as someone who is calm, grounded, and solution-focused.

Mistakes Happen — It’s How You Handle Them That Counts

Let’s start with a hard truth: mistakes are inevitable, especially in the high-pressure, fast-moving world of law. When you’re drafting contracts at 11:30 p.m., juggling client demands and urgent emails, it’s only human that something might slip through.

But what I often see in my coaching work is this belief among lawyers that they must be perfect. That’s the first mistake.

The second? Believing you can control that immediate panic reaction. You can’t.

And third — thinking you can think clearly while in a state of panic. You won’t.

And lastly, blurting everything out to your team or colleagues before grounding yourself emotionally — that doesn’t make you look like someone in control. That makes you look like someone in panic.

What to Do Instead: A Process for Moving Through Panic

The most effective professionals — those who truly shine — are the ones who have a process. A personal strategy for moving from panic → calm → solution.

Here's a process you can adapt:

1. Acknowledge the Panic

Don't fight it. You’ll lose. Instead, say to yourself:

“I feel panic. I see it. I hear it. It’s okay.”

This acceptance helps the emotion pass through. Denying it only strengthens it.

2. Use Language to Reclaim Your Brain

Say it out loud — “I am panicking.”
Why? Because the moment you name an emotion, you're activating your prefrontal cortex — the rational part of your brain — and starting to move out of fight-or-flight mode.

3. Step Away

Get up. Walk around the block. Make tea. Do some deep breathing. Your only goal is to calm your nervous system. Not to solve the problem — not yet.

4. Return to Your Desk With Intention

Clear your space. Get focused. Then ask yourself:

• What exactly is the problem?

• What are the consequences?

• What are three possible solutions?

• What are the pros and cons of each?

Choose the best path forward — even if it’s not perfect — and then ask: Who needs to know? Who can help?

Only then should you approach your team, your boss, or your client.

And when you do, you say:

“Here’s what happened. Here’s my thinking. This is what I propose. What do you think?”

That’s when you appear calm. Confident. Capable.
And it’s not just an appearance — because by then, you truly are calm, confident, and capable.

Your Emotions Are Not the Enemy

As lawyers, many of you have been trained — implicitly or explicitly — to ignore your feelings. But the truth is, you're experiencing emotions all day long: anxiety, frustration, elation, fear, even boredom. Being aware of them and learning to work with them instead of against them is a powerful professional skill.

In my coaching sessions, I’ll often ask, “How did that make you feel?” And nine times out of ten, I’ll get a rational response instead of an emotional one. So I press further: Are you feeling anxious? Frustrated? Relieved?
Learning to name your feelings is a leadership skill. Full stop.

The More You Practice, the Faster You Recover

The beauty of having a process is that you get faster each time. The next time something goes wrong, you won’t spiral. You’ll say, “Okay, here’s the process. Let’s go.”

The panic still comes — but you move through it. You manage it, rather than letting it manage you.

Over to You

What’s your process for handling panic? How do you move from “Oh my God” to “Here’s the plan”? I’d love to hear your thoughts!

Until next time,
Cecilia Poullain

Marketing for lawyers: it's all about data

Let’s talk about client development — and more specifically, let’s talk about data.

So many of the women lawyers I work with are doing incredible things to develop their client base: coffees, lunches, conferences, articles, podcasts — the list goes on. You’re making yourself visible, nurturing relationships, showing up consistently. And that’s all fantastic.

But here's the missing link:
👉 Are you tracking what you're doing?
👉 Do you know what's working?

Because without the data, it’s nearly impossible to say what’s moving the needle — and what’s just keeping you busy.

Why Tracking Matters

I hear this from so many women:
“It’s not becoming a partner that scares me. It’s what happens next — the pressure to bring in enough work to support myself and a team.”

I get it. You’re already stretched. And no one ever taught you how to market — because law school didn’t cover that. Your firm didn’t either. Yet now, you’re expected to become a rainmaker almost by osmosis.

Let’s stop hoping it will all just "click."

Instead, I want you to imagine this:

You're walking into your annual review. Or your partnership interview. And you say:

“Here’s what I’ve done this year to develop business. Here’s the data showing what’s been effective — and why I’m doubling down on these specific strategies.”

How could they not take you seriously? How could they not make you partner?

So, What Should You Track?

Here’s the data you need — and yes, it takes discipline. But you don’t need to do this forever. Just long enough to figure out what works.

1. Client Development Activities

Track every single thing you do:

• Coffee with a potential client? Write it down.

• Lunch with a referral lawyer? Note it.

• Spoke on a panel? Wrote an article? Went to a conference? Log it.

• Appeared on a podcast? Finished a chapter of your book? It counts.

This is your evidence — not only to show your firm what you’re doing, but to show yourself.

2. Effectiveness

Then ask: What’s actually turning into work?

Look at your recent clients. Where did they come from?

• A conference?

• A colleague in another office?

• A referral from another lawyer?

• A direct connection?

Track how long it took between the first interaction and the signed engagement letter. Then you can start to see which activities are high-return — and which ones are just noise.

Long-Term vs Short-Term Strategy

We talked about this at a recent Firm Women Breakfast: sometimes client development takes years. That junior in-house lawyer you had coffee with last year? One day, she’ll be General Counsel. This is the long game.

But data helps with the short game. You need to know:
What am I doing today that’s effective tomorrow?

One client of mine in Paris — let’s call her Sarah — realized most of her clients weren’t coming from external outreach. They were coming from other European offices of her firm. So rather than chasing brand-new clients (and fighting her own London office for the work), she doubled down on internal relationships.

She made time to meet people when they visited Paris. Reached out to suggest co-authoring articles. Asked what they were working on. She became the go-to person in her practice for cross-office work — and made Senior Counsel not long after.

The data told her where to focus. She acted on it.

Ask: Where Did You Hear About Me?

If you don’t know how your clients found you — ask them.

Most clients don’t come from cold LinkedIn posts or a Google search. They come through relationships. Referrals. Other lawyers. Past clients. Friends.

So if you’re a litigator, arbitrator, or specialist who doesn’t rely on recurring institutional clients — your real gold may be in your referral network. That’s where you need to invest.

Invite those lawyers for lunch. Refer work their way. Send them value without expecting anything in return. Because your network of lawyers is just as important as your network of clients.

Know Your Conversion Rates

This might surprise you: in online business, conversion rates are typically around 2%.
That means for every 100 people who see your work, only 2 might become clients.

Lawyers sometimes believe that if 10 people know about them, one will hire them. But the numbers don’t usually work like that.

However, if you’re speaking to qualified leads — people who already need your expertise — your conversion rate increases. It’s quality over quantity, but it’s still about volume.

So track how many people are in your orbit. And make sure you’re not expecting results from too small a pool.

Stay Top of Mind

Finally, and perhaps most importantly:
You need to be top of mind when the problem arises that you solve.

That’s where your consistent relationship-building matters.

• Stay in touch.

• Send relevant articles.

• Offer a training session.

• Pop up with value, not with a sales pitch.

Because when the moment comes, and they need help — you’ll be the first name they think of.

This Is What We Do in Pathway to Partnership

In Pathway to Partnership, we focus on three things:

1. Clarity

Why do you want to be a partner? What would that look like on your terms?

2. Confidence

Because law is tough, high-pressure, and unpredictable. Confidence is the tool that will carry you through.

3. Client Development

Exactly the kind of strategy and data-led thinking we’ve discussed today — so you’re not guessing. You’re building with purpose.

We’re currently building the waitlist for the next cohort. If that speaks to you, check out the Pathway page on my website, or reach out directly so we can have a chat about whether it’s right for you.

Warmly,
Cecilia Poullain

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:

1. Confidence — so you show up powerfully, even in intimidating rooms

2. 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:

1. Use the two-phase conversation: Listen deeply, then step into your power.

2. Try the Challenger approach: Lead with insight, and don’t be afraid to challenge.

3. 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.

Interested in finding out more?