While being elected partner is not the litmus test for success in the practice of law, it is a notable career achievement. I remember realizing early in my career that there was no guidebook for how to make partner, and every attorney I asked seemed to have different advice.
This article, nevertheless, takes a stab at providing a rough outline of tips, broken down by stages of practice, for developing as an attorney, which could help maximize the chances of making a partner.
I. Junior Associate: Years One to Three of Practice
During my first year of practice, a senior partner once told me never to challenge a veteran legal assistant. Senior legal assistants, he said, provide more value to a firm than a first-year attorney. At the time, I thought he was crazy, but I came to realize he was right. As a junior associate, your knowledge and experience are limited. But you are an important investment that the firm has decided to make.
During years one to three of practice, your primary focus should be on learning to become a great lawyer. Learning the details, the intricacies, and what I call the small stuff—the nuts and bolts of lawyering—is indispensable to mastering any craft. Whether you like it or not, you will at some point in your career have to master these details, and there is no better time to do it than at the beginning.
View the partners you work with as your clients. Make their lives easier. Be communicative and responsive and ask for feedback. And get into the habit of taking the initiative whenever possible. Before you present a problem to a partner, try to solve it.
Just as a good partner should present solutions, not problems, to clients, you should, too. While some may deny it, the firm is evaluating whether you are “partner material” in your beginning years. Don’t take these formative years for granted. Relentlessly focus on learning the law and becoming an exceptional lawyer in your junior years.
If you have been assigned a mentor, take full advantage of the opportunity—schedule meetings, lunches and chats. And if your firm doesn’t have a formal mentoring program, don’t let that prevent you from seeking out and building a relationship with an informal mentor.
II. Mid-Level Associate: Years Four to Six
Entering years four to six, you should have mastered the small stuff. Whether that be diligence or discovery, partners should be able to depend on you to get these tasks done at a high level. You should now start seeing the big picture.
In these years, start taking leadership and ownership over your matters. Think as if you were the lead attorney. Generate the strategy to achieve the client’s goal. Draft the action items needed to accomplish this goal. And proactively present this strategy and action items to the partner.
You should now understand that your work does not stop at the office. Law firms are businesses and, thus, need clients. Clients don’t show up at your doorstep, especially not early in your career. You must go get them. During years four to six, while your primary focus should still be mastering the practice of law, you should start marketing, whether it be lunches with prospective clients, publishing articles, or giving speeches.
Also, do not forget the value of cross-selling within your law firm. Each of these marketing acts will prove beneficial in the years ahead. But you should also show the firm you have the propensity to generate business, and the work ethic and grit to do it.
III. Senior Associate: Years Seven to Nine
You are now entering your partner eligibility years. At this point, your reputation at the firm should be fairly well established. The firm has likely made a general assessment of whether you are partnership material, and it is now your job to carry it over the line.
You should be running matters with increasingly limited supervision. Clients should begin to call you, as opposed to the partner, directly, showing that they trust you independently. Your goal should be to show that you are indispensable to the team and will put the firm first. At this stage, you should have (or be actively seeking) a champion—the person who will go to bat for you during internal partner discussions.
Lastly, business development should be becoming a larger part of your focus. While you are not expected to feed yourself, you should begin pitching for business and potentially landing clients.
IV. Conclusion
This article only touches the surface of the complex path to partnership. There are countless other tips and limitless ways to make a partner, depending on the firm and the specific circumstances. In conclusion, I leave you with the best way it was put to me: “You will make a partner when you think and act like a partner.” While simple, when the time comes, you will find it to be true.