Risk-Free Visibility

You know the feeling. You're sitting in a meeting, listening. People are talking - some dominating, some interrupting, some simply trying to get a word in. And you find yourself stuck between two uncomfortable options: either stay silent and feel like a pot plant at the table - or speak for the sake of speaking, just to prove you have a voice.

Neither option feels right. So what’s the alternative?

Let’s talk about how to contribute meaningfully - even when you’re unsure of what to say.

1. Become the Observer

Start by paying close attention to the room. Who’s speaking the most? Who hasn’t spoken at all? Who’s generating interesting ideas, and who’s being overlooked or cut off?

Simply noticing the dynamics is powerful. It gives you insight - and opens the door for thoughtful, supportive action.

2. Ask Clarifying Questions

You don’t need to offer a brilliant new idea to add value. One of the most powerful things you can do is to ask someone to clarify theirs.

Nancy Kline, in her book Time to Think, reminds us that many people don’t know what they think until they hear themselves say it. So if someone shares something unclear, try: “Just to check - did I understand correctly that you’re saying X?”

That moment of reflection might help them refine their thinking - or feel heard and validated. Either way, you're contributing to clearer, sharper dialogue in the room.

3. Make Space for Interrupted Voices

If someone has been cut off (it happens more often than we’d like to admit), you can gently bring them back into the conversation: “I was really interested in what Kate was saying earlier, but I don’t think she had time to finish. Kate, could you say a bit more?”

That small act of support can change the tone of a meeting - and earn you real trust and respect.

4. Amplify Good Ideas

This is a powerful technique borrowed from the women in President Obama’s cabinet. When someone shares a valuable idea, say: “That was a great point that Helen made. What she said was…”

Why does this matter? Two reasons: First, it reinforces the value of her contribution. Second, it makes it much harder for someone else to later repackage the idea as their own (something we’ve all seen happen too often). And saying it twice helps it stick.

5. Invite Quieter Voices In

Notice who hasn’t spoken. Then simply say:

“I’d love to hear what Zachary thinks - perhaps he has something to add?”

People often hold back because they think what they have to say is too obvious or not valuable. But more often than not, their insights are exactly what the conversation needs. You may be the reason that a crucial voice gets heard.

Why This Matters

Research shows that meetings where speaking time is more evenly distributed produce better decisions. It’s not just about who’s in the room - it’s about what ideas are in the room. That’s cognitive diversity. But people can only contribute if the space feels safe and inclusive enough for them to do so.

So no - you don’t need to walk into every meeting with a TED Talk in your back pocket. You don’t need a headline-making insight or a perfect one-liner.

You just need to be present, engaged, and willing to support the flow of thought in the room.

That, in itself, is powerful leadership.

Before I go, a quick announcement: the waitlist is now open for Pathway to Partnership, starting this October. It’s my programme designed especially for women lawyers who want to step into partnership with clarity, confidence, and purpose. We’ll focus on the why of partnership, building real confidence, and developing client relationships that support your growth.

If that sounds like you, send me a DM or book a chat through my website. I’d love to hear from you.

Until next time,
Cecilia

Source: LinkedIn Live: https://www.linkedin.com/events/risk-freevisibility7331226082215460864/theater/

How to use referrals to get great clients (without feeling pushy)

If you're a lawyer reading this, chances are you're not thinking about client development. Most lawyers aren’t. Let’s be honest - finding clients often feels like something for later, or something someone else handles. You’re busy doing the work.

But if, by any chance, you are one of those lawyers curious about how to grow your practice - and particularly if you're on the path to partnership - then let’s talk about one of the simplest, most powerful tools you have: referrals.

What Is a Referral?

At its core, a referral is simply asking someone to introduce you to someone else. That’s it. Not pushy. Not sleazy. Just a connection, a conversation. And yet - so many women lawyers hesitate to ask.

Why?

Three big reasons:

1. We don’t think of it. It’s not part of the usual legal toolkit, so it doesn’t occur to us.

2. We don’t have a process. We mean to do it, but it gets lost in the busyness.

3. It feels icky. We’re worried it might come across as salesy or self-serving.

Sound familiar?

Let me reassure you: it doesn't have to feel that way. You can create a process that feels natural, generous, and entirely aligned with your values.

Why Referrals Matter

Referrals are like job hunting - only instead of one job, you're cultivating a series of opportunities. When I moved to France in 1996, I knew almost no one. To find work, I picked up the phone (yes, the actual phone!) and introduced myself to people who had never heard of me before. It took courage - and it didn’t get easier - but what it did do was build connections that led to opportunities.

That’s what client development is: connection-building. One relationship at a time.

Just the other day, I reached out to a long-time client - just to check in. Toward the end of the conversation, I gently asked if there was anyone she could introduce me to. Her response? “Oh yes, I’ve been meaning to!” By the end of the day, she’d connected me to four people.

Will all four turn into clients? Maybe not. But even one or two conversations can lead to four more - and then eight - and so on. That’s the power of exponential connection.

Two Simple Referral Strategies

1. In-Person Referrals

Start with your happiest clients. Think of those who already trust and value your work.

Then:

• Reach out to reconnect - suggest coffee, lunch, a Zoom catch-up.

• Focus on them. Ask questions, listen deeply. What’s going on in their world?

• Offer value. It could be business-related (an introduction, a helpful article), or personal (help finding a holiday rental or advice for their teenager - yes, really!).

• Once you’ve created genuine reciprocity, say:

“I was wondering - do you know anyone who might benefit from the kind of work I do?”

It’s that simple. If the relationship is strong, they’ll be more than happy to help.

2. LinkedIn Referrals

Your LinkedIn network is a goldmine of second-degree connections. Here’s how to tap into it:

• Browse your current connections (your first-degree network).

• Look at their connections - especially those in your niche.

• Identify a few people you’d like to meet.

• Reach out to your original contact and ask:

“Would you feel comfortable introducing me to X? I think we might have some overlapping interests.”

To avoid overwhelm, create a habit. Block 10 minutes every Monday to do this. That’s it. Keep it light, consistent, and pressure-free.

Remember: You’re Not Selling - You’re Connecting

You're not asking for business. You're inviting conversations, expanding visibility, and letting people know what you do. That’s the foundation of client development - and it’s built on generosity, curiosity, and courage.

One Last Thing…

The waitlist is now open for the next round of Pathway to Partnership, my signature programme for women lawyers who are on the road to becoming partners - or who are already there and want to lead with more confidence and clarity.

We're diving into everything from the why of partnership, to confidence-building, to client development (including smart strategies like this one). You can DM me or book a chat through my website: www.ceciliapoullain.com

Thanks for reading - and here’s to building a practice that’s grounded, intentional, and entirely yours.

Warmly,
Cecilia

Community Matters. Serve Others. Grow Your Legal Career.

If you’re a woman lawyer aiming for partnership—or even just wanting to thrive in your current role—there’s something essential you might be overlooking.

Not technical expertise. Not efficiency. Not even productivity.

What I’m talking about is community.

Yes, community. That human, relational glue that holds teams, careers, and firms together. And in my experience coaching lawyers around the world, I’ve seen that while many women lawyers excel in their work, they often forget just how important connection is—not just for others, but for themselves.

Status vs. Community: The Hidden Tension

Will Storr, the English journalist and author of The Status Game and The Science of Storytelling, argues that all human beings are driven by three fundamental needs:

1. Survival

2. Community

3. Status

And yet, in so many law firms, community and status seem to be in conflict. When the goal is to win the biggest clients, be seen by the right people, and climb the ladder to partner, collaboration can take a backseat. The very culture that encourages high performance can sometimes discourage genuine connection.

But what if I told you that community and status don’t have to be at odds? In fact, building real relationships might just be the fastest way to sustainable success.

“I Just Want to Be the Best Lawyer I Can Be” – And Why That’s Not Enough

One thing I hear time and again from women lawyers is:

“I just want to focus on doing excellent work.”

And of course, excellence matters. But it’s not enough.

Too many women keep their heads down, work hard, and then feel blindsided when they’re passed over for partnership. They wonder, What happened? The answer is often this: they didn’t build visibility, sponsorship, or relationships. They were efficient—but they were isolated.

Céline Alix, a former lawyer at Linklaters, explores this in her brilliant (though sadly untranslated) book Merci Mais Non Merci (Thanks, But No Thanks). In it, she shares stories of women who loved being efficient—but also needed to get out of the office at a decent hour. One woman, in an annual review, was told, “You’re very good—but it seems like you just want to leave by 8 p.m.” Her internal response? “Yes, I do.”

Efficiency is valuable—but when it comes at the cost of connection, it can quietly sabotage your career.

Why Community Matters—For Your Career and Your Health

We are wired to belong. Loneliness, research shows, is not just unpleasant—it’s a health risk. It’s more harmful than smoking or a sedentary lifestyle.

So yes, your community matters—not just to your career trajectory, but to your well-being.

As Ginni Rometty, former CEO of IBM, once said:

“When we serve others, we serve ourselves.”

Serving your community—whether it's your team, your firm, or your clients—isn’t about being selfless. It’s about understanding that what lifts others also lifts you.

Practical Ways to Build Community as a Lawyer

1. Inside the Firm

Start with your internal networks:

• Your team

• Your practice group

• Your office

• The broader firm

Ask yourself: How can I help people connect across silos?

Most firms complain about the lack of cross-practice communication. What if you were the one to change that? Invite colleagues from different departments for coffee, organise a small lunch, or create opportunities for collaboration. You might face some rejection—leadership always involves risk—but it positions you as a connector and future leader.

2. With Clients

Don’t wait for marketing to create opportunities—start small:

• Host a lunch with a few clients who share common challenges

• Invite them to a discussion or event

• Think about how you can bring them value, and to each other

A friend of mine, Sharon Lewis, who leads finance at Hogan Lovells, had a brilliant approach early in her career. She’d buy inexpensive tickets to early rounds of the tennis at Roland Garros, invite clients (and their children), and bring her own kids along too. It was relaxed, fun—and powerful. The clients ended up promoting her to one another. Connection led to visibility. Visibility led to trust.

You don’t need big budgets. You just need intentionality.

Don’t Just Be a Great Lawyer—Be a Community Builder

Building community is not a soft skill or a “nice to have.” It’s a superpower—a strategic, human, and deeply effective way to lead.

So don’t just focus on perfecting the brief or hitting your billables. Look up. Look around. Who are you connecting with? How are you helping others thrive?

Because when you do that—when you serve others—you serve your own career in ways you might not expect.

Warmly,
Cecilia

The Smartest Investment a Woman Lawyer Can Make

One of the most common things I hear from women lawyers when they’re considering Pathway to Partnership or one-to-one coaching with me is: “It’s too expensive.”

And I want to be direct with you today: That’s absolute rubbish.

Let’s do the maths. Imagine this: You make partner just one year earlier than you expected. One year. That single shift could repay your investment in coaching immediately. And not just once—but every single year after that, for the rest of your partnership career.

How many investments do you know where you get a 100% return in one year—and then keep reaping the rewards indefinitely?

This is not a cost. It’s an investment—in your career, your confidence, and your ability to lead with clarity and conviction.

“This Feels Better Than All the Gold in the World”

That’s what one of my clients said after just a few weeks in Pathway to Partnership. Not because she’d closed a big deal or landed a promotion—but because she finally felt like herself again. Confident. Certain. Energised.

That kind of transformation isn’t about spreadsheets or status updates. It’s about who you become in the process.

You Don’t Need to Be Ready—The Work Makes You Ready

Last summer, I had a call with a woman who told me she didn’t think she was in a “good enough place” to work with me.

She was exhausted, disheartened, and in tears by the end of our first call.

But I knew—she couldn't afford not to do this. And when I said that, she knew it too.

Three months later?

• She’d resigned.

• She’d found a job she was excited about.

• She was surrounded by people she genuinely liked.

• Her energy was back.

• She was happy.

That’s the power of doing the inner work, guided by someone who’s walked the path and coached hundreds of others through it.

So if you’re waiting until you feel “ready,” you may be waiting forever. This is the work that gets you ready.

What You Actually Get from Pathway to Partnership

Here’s what happens when women go through the programme:

1. Clarity

You get crystal clear on whether you want to be a partner—and why. No more half-hearted ambition or “should I/shouldn’t I” spirals. Just grounded clarity.

2. Confidence

Your confidence soars—not because we give you affirmations, but because you’re in a group of other brilliant women lawyers, realising that your fears are normal, your doubts are human, and there is a path forward.

3. A Clear Business Plan

We build it together. We make it yours. Whether your firm requires one formally or not, you’ll have a compelling narrative of how you’ll grow your practice—and a plan to get there.

4. Strategic, Sustainable Marketing

You stop chasing every networking lunch and last-minute webinar. Instead, you get focused on two or three targeted marketing actions that:

• Fit around your busy day

• Play to your strengths

• Actually move the needle

No overwhelm. No fluff. Just practical, focused action.

So... Is It for You?

If you’ve been sitting on the fence—wondering if Pathway to Partnership is right for you—please reach out. Send me a DM. Or head to www.ceciliapoullain.com and book a call. Let’s talk.

Because here's the truth:
If you’re ambitious, if you want to grow, if you want to lead on your own terms—you can’t afford to keep waiting.

And no, it’s not too expensive. Not when the return is exponential—not just in money, but in your energy, clarity, and confidence.

Looking forward to hearing from you.

Warmly,
Cecilia

You're on the Pathway to Partnership - But are you leading the way?

Over the past few weeks, I’ve been sharing the six most common mistakes I see women lawyers make on their journey to partnership. And today, we’ve arrived at the sixth—and in many ways, one of the most disempowering:

Mistake #6: Relying too much on your firm to support your progression to partner.

This came up in conversation with a woman who attended one of my Firm Women Breakfasts. She’s a partner in one of the Big Four, and she said something that stuck with me: “So many women are told they’re on track for partnership, and then… nothing happens. They’re left waiting—and confused.”

They’ve done everything “right.” They’ve been told they’re in the running. And then the silence becomes deafening. No roadmap. No feedback. No support. And naturally, frustration creeps in.

The truth is: some firms have brilliant partnership programmes. Others offer patchy, inconsistent support. And many—far too many—offer nothing at all. They expect you to just “figure it out.”

If this sounds familiar, here’s what I want you to know: You can’t afford to wait. You have to take the lead on your own development.

From Reactive to Intentional

Let’s talk about your day-to-day reality. Client work lands in your inbox—and you do it. More work comes in—you do that too. It’s a cycle of reactivity. One client told me: “If the senior partner calls, you drop everything and say yes.”

But here’s the thing: you have more agency than you think. Becoming a partner isn’t just about saying yes. It’s about being intentional—with your time, your energy, your learning, your visibility.

If partnership is something you really want, then you need to get crystal clear on:

• What skills you still need to develop

• How you’re going to build those skills

• And—critically—how you’ll fit that into your client work without burning out

This is Why Having a Niche Matters

One of the key things we focus on in Pathway to Partnership is niching—because clarity unlocks capacity.

When you know exactly who your ideal clients are, you no longer try to serve everyone. You stop being reactive. You become focused, expert, and efficient. You know:

• What keeps your clients up at night

• Where to focus your time

• How to deliver real value without overwhelm

That’s how you free up the headspace to work on the strategic skills that matter for partnership. You stop spinning plates—and start building momentum.

It’s All About Balance (And Yes, You Can Have Fun Too)

One of the biggest realisations my clients come to is that success isn’t about going all-in on just clients or just self-development. It’s not about doing everything for the firm—or ignoring your own growth. It’s about balance.

Balance between what you need, what your clients need, and what the partners need. Balance between doing the work and building the relationships that will carry your career forward.

Let me share a wonderful example.

My dear friend Sharon Lewis—now a senior partner at Hogan Lovells—used to book early-round tickets to the tennis at Roland Garros. She’d invite clients and potential clients with their children, and bring her own children too. Everyone had fun. Clients connected with each other. And the best part? They started marketing her—to each other.

It wasn’t expensive. It wasn’t stressful. It was a brilliant, joyful way to combine work and life—and to let her strengths speak for themselves.

What We Do in Pathway to Partnership

When you join Pathway to Partnership, we don’t just talk about theory. We build your roadmap. Together, we figure out:

• Which skills you still need to develop

• Where you are on each of those skillsets

• How you’re going to build them—realistically—around your client load

• How to set boundaries so that your development doesn’t get endlessly postponed

And most importantly, we help you do all of that without feeling overwhelmed.

It’s about being proactive, strategic, and focused. And it’s often far less time-consuming than you think.

That wraps up my six-part series on the most common mistakes women make on the journey to partnership. Let’s make sure you’re not just waiting for someone else to move your career forward. Let’s get intentional—together.

Warmly,
Cecilia

You Can’t Make Partner by Playing It Safe

Too many brilliant, capable women lawyers are stuck in a pattern that’s quietly derailing their careers.

They come into the office early. They work hard. They rack up the billable hours. They take a quick lunch, keep their heads down, and finally leave late in the evening. And then—someone else makes partner. Someone less qualified. Someone less committed. Someone less excellent.

Why? Because that woman lawyer, despite all her effort, has stayed silent. She’s stayed invisible.

Hi, I’m Cecilia.

I work with women lawyers who want to become partners faster—and thrive once they get there. And today I want to talk to you about the fifth mistake I see women make on the pathway to partnership: staying silent, staying invisible, and hoping the work will speak for itself.

Let me be clear: it won’t.

In many jurisdictions, over half of law graduates are women. And yet, the further up the ladder you go, the more the numbers flip. 60–70% of senior associates are women—but 60–70% of partners are men.

There are a ton of reasons for that. But one of the most consistent and fixable? Women staying quiet. And that silence shows up in three ways.

1. Staying Silent in Meetings

You’ve probably felt it—the hesitation, the second-guessing. You sit in a meeting with something to say, and then you hold back. You tell yourself:

“What if it’s wrong?”
“What if they think I’m stupid?”
“What if I look like I don’t know what I’m talking about?”

I’ve been there. Years ago, working in a U.S. firm in Paris, I remember sitting in meetings terrified of saying the wrong thing. But here’s the truth: saying nothing is worse than saying the wrong thing. People are judging you anyway—they might as well judge you based on what you do say, not what you don’t.

Start by setting a small goal: speak once in every meeting. Then make it twice. Then three times. Speak early. It doesn’t have to be profound. Just show up. Let your voice be heard.

2. Forgetting You’re Part of a Community

So many women lawyers are excellent at their work—but they forget that law is not a solo sport.

You’re part of multiple communities: your team, your practice group, your office, the broader firm, even trade associations and networks outside the firm. But if you’re sitting in your office, quietly grinding through work, people begin to wonder:

“Why isn’t she connecting?”
“Why doesn’t she participate?”
“Is she even part of the team?”

You’re not just not contributing—you may be detracting. And yes, I hear this often:

“I hate politics.”
Here’s the reframe: It’s not politics—it’s connection. It’s humanity. It’s about letting people know who you are, and taking an interest in who they are.

If the other partners don’t know you—if they’ve never had a real conversation with you—why should they trust you to join them at the table?

3. Thinking the Work Will Speak for Itself

It won’t.

You need to advocate for yourself. You need to have conversations about your ambitions—and have them often. Not just once a year in an annual review.

You need to be telling people what you’ve done, what the results were, and what you want next. That’s not arrogance. That’s clarity.

If you’re not comfortable shouting about your work from the rooftops (and let’s be honest, most of us aren’t), start small. Share your wins with trusted colleagues. Practice stating your accomplishments with confidence. Let people know what you bring to the table.

What Visibility Looks Like in Practice

So what does it look like to stop being invisible?

• Speak up in meetings. Even if your voice shakes. Start early. Start small.

• Create community. Ask someone you admire for coffee. Host a casual breakfast with colleagues. Take the lead in building the relationships around you.

• Tell your story. Share what you’re working on. Advocate for your next step. Make your ambitions known.

If there’s a partner you want to connect with—but it feels awkward—don’t start with the most senior person. Start with someone closer to you. Build your circle gradually. Let that circle introduce you to others.

That’s how networks are built. That’s how trust grows. That’s how leadership starts.

What Will You Do This Week?

What’s one small step you can take this week to become more visible?

Because here’s the truth:

If your own firm doesn’t know who you are, how can they trust you to build client relationships outside the firm?

Law is a relationship business. Don’t let your brilliance stay hidden behind your billables.

This was the fifth mistake in my Six Mistakes Women Lawyers Make on the Pathway to Partnership series. If you’d like the full list, I’m dropping the link in the comments.

And next week, I’ll be back with the final one.

Until then—be bold, be visible, and take up space.

Warmly,
Cecilia

More Focus. More Freedom. More Fees.

Let’s talk about freedom. Let’s talk about fees. And let’s talk about how a clear brand and a tightly defined niche unlock both.

You see, too many brilliant women lawyers I work with fall into the same trap: They try to do too much.

They say yes to everything interesting. They work across multiple areas of law. They serve multiple kinds of clients. They keep expanding, thinking: “If I develop expertise in all these areas, surely the work will follow.”

But here’s the truth: It’s not adding more that creates success—it’s focusing more.

What I See With My Clients

Time and again, I watch highly capable, thoughtful lawyers scatter their energy across five, six, sometimes even ten different practice areas or client groups. Everything feels compelling. Everything seems worth exploring.

But the result?

• A diluted message

• A fuzzy professional identity

• And a whole lot of exhaustion

When you’re spread thin, you're not deepening your expertise—you’re chasing your tail. You're constantly context-switching. You’re marketing to everyone and connecting with no one. And more importantly—your ideal clients? They don’t see you.

A Strong Niche Brings Freedom

It may sound counterintuitive, but narrowing your focus gives you more freedom, not less.

Why? Because when you define a clear niche:

• You know exactly what kind of work to say yes to

• You know what to decline without guilt

• You stop wasting energy on low-impact marketing

• You become known for something—and that something attracts the right clients

That’s when your name gets passed around. That’s when opportunities find you. That’s when fees go up—because you're seen as the go-to in your space.

Why We Resist Niching

Let me guess—if the idea of niching down makes you feel nervous, it’s probably because of one of these thoughts:

“But I like variety.”
“I don’t want to limit myself.”
“What if I pick the wrong thing?”

These fears are valid. But here’s the shift I invite my clients to make:

You’re not closing doors. You’re choosing the right ones to walk through.

You can still be curious. You can still explore. But your brand, your visibility, and your value are all built on clarity. A niche isn’t a trap. It’s a springboard.

More Freedom, More Fees—Here’s How

If you’re serious about growing your practice—whether you’re heading toward partnership or looking to lead more confidently in your role—start here:

1. Get crystal clear on your niche
   Who are your ideal clients? What problems are you solving for them? What outcomes do you help them achieve?

2. Craft a focused, compelling brand
   When someone asks what you do, the answer should be sharp, specific, and memorable. You want people to think: “She’s the one I need for this.”

3. Let go of the rest
   You don’t need to serve everyone. You need to serve the right people—and serve them exceptionally well.

One Final Thought

When you niche, you’re not just making your marketing easier. You’re reclaiming your time, your energy, and your authority.

You’re choosing to stop doing everything—so you can do the right things, brilliantly.

That’s what leads to more confidence.
That’s what leads to stronger client relationships.
And yes—that’s what leads to more fees.

If you’re a woman lawyer who wants to find your niche, build a clear brand, and finally stop spinning in circles, let’s talk. Pathway to Partnership is designed exactly for this.

And if you're not sure where to start, ask yourself: What’s one thing you could stop doing today to start narrowing your focus?

Because clarity isn’t just powerful. It’s profitable.

Warmly,
Cecilia

Great lawyer? Sorry, it's not enough.

One of the most common things I hear from women lawyers is this:

“I just want to be the best lawyer I can be.”

And I understand that. I really do. But here’s the hard truth:

Being a great lawyer is no longer enough.

In today’s firms—particularly if you have your eye on partnership—your legal skills are table stakes. It’s your non-legal skills that will set you apart, that will make you visible, and that will determine how fast (and whether) you move forward.

The Fifth Mistake on the Pathway to Partnership

We’re in the middle of a mini-series about the six biggest mistakes women lawyers make on the pathway to partnership. And this one is critical:

Mistake #5: Failing to take ownership of your non-legal development.

Too many women assume that the firm will take care of it. That if they’re “on the track” to partnership, someone will help them get there.

But let me be honest—support varies wildly.
Some firms have excellent programmes.
Some have good intentions but deliver very little.
And some? They leave it entirely up to you.

In every case, one thing is true: you must take ownership of your own growth.

Your Job Changes Completely at Partnership

Becoming a partner isn’t just about doing more legal work. It’s about becoming a:

• Marketer

• Sales expert

• Team leader

• Business developer

• Financially literate business owner

None of that was covered in law school. And most of it isn’t covered on the job. So if you’re not learning these skills intentionally, you’re falling behind—even if your legal work is stellar.

The Myth of “Doing It All Immediately”

Let’s acknowledge something else I see constantly: Women thinking they have to master everything right now. That’s simply not possible. And it’s a recipe for burnout.

So instead, what I recommend is this:

Create a Strategic Non-Legal Skills Plan

1. Identify the skills you need.
   Think leadership, business development, sales conversations, branding, visibility, internal influence, financial acumen.

2. Prioritise.
   Which skills will have the biggest impact now?
   Which are long-term plays?
   Which are quick wins?

3. Build a phased timeline.
   Example:

   • Months 1–3: Focus on leadership and team dynamics

   • Months 4–6: Focus on business development and branding

   • Months 7–9: Focus on sales conversations and niche positioning

4. Choose your learning methods.
   Will you take a course? Read a book? Hire a coach? Practice on the job? Find a mentor? Make it real—and make it manageable.

What About Client Development?

One major red flag I often hear:

“My firm doesn’t really let junior lawyers develop their own clients.”

That’s a problem. Because suddenly—right before you’re up for partnership—you’re told to bring a business plan and prove you can attract clients. But no one’s ever shown you how.

If that’s your situation, consider:

• Talking to your firm about how they can support your client development

• Seeking support outside the firm (coaches, mentors, training)

• Or yes—considering whether you're in the right firm at all

Because like it or not, if you want to be a partner, you need to know how to build relationships, define your niche, have sales conversations, and create your own book of business.

Start Now. Start Small. But Start.

Your legal skills got you to where you are now.
Your non-legal skills are what will get you to partnership—and beyond.

And the sooner you start building them, the better positioned you’ll be when the time comes.

Pathway to Partnership – One Spot Left

As it happens, today we’re kicking off the second round of Pathway to Partnership, and I’m thrilled to say we’ve already seen massive transformations in the women who went through the first round. They’ve shifted their confidence, clarified their ambitions, and made powerful moves.

If you're serious about:

• Gaining clarity on whether you want partnership and why

• Building confidence to speak up, show up, and lead

• Learning client development and other critical non-legal skills

…then this programme is for you.

There’s one spot left. And the price is going up in June. So if you’ve been on the fence, now is the time.

Send me a DM today and we’ll find a time to talk.

Because you don’t have to figure it all out alone. But you do have to take the first step.

Warmly,
Cecilia

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