Law Firms Need To Identify Talent & Groom Partners

In a society that values educational and professional pedigree, it’s no surprise that every competing  lawyer entering a corporate law firm waits for the day he/she can announce to the world, “I just made Partner”!

But what does the title ‘PARTNER’ mean in today’s world?

Is it just about elevating a lawyer to Partner, simply by virtue of the fact that they have worked in the firm for a long time? Is it correct to assume that the longevity of their experience can be equated to how good they are?

It could be a valid point, but it cannot be the only differentiating factor. In an ever-changing economic scenario, there are so many qualities that need to be factored in, to ensure that the new Partner is able to meet the demands of his/her new role. To expect lawyers to innately possess these qualities is too idealistic an expectation – they have to be groomed for it.

I speak from experience when I say, “Most often promoting a lawyer to Partner is akin to throwing someone into the middle of the sea and asking him/her to swim to shore!”

As Partner, they are suddenly weighed own with a slew of new responsibilities. They find themselves caught in a whirlwind of Business Development targets, motivating team members, building new levels of competencies in their practice specialty, creating a differential edge for the firm in a competitive market and more.

At best, they manage to stay afloat, because they haven’t built up enough stamina to endure the adventure. The problem with just treading water is the feeling that they’re getting nowhere –  that’s when they face the risk of disillusionment, heightened stress levels and eventual burn out!

So how can law firms make the transition to Partner easier on their lawyers?

I’m a great advocate of law firms shedding their reactive attitude and adopting a more pro-active stand, by investing in their lawyers at an early stage in their career. This is important because once they are elevated to the Partner level, they are expected to be the prospective ‘rainmakers’ for the firm, apart from the technical capabilities they bring to the table.

So, the onus is on the firm to create opportunity for effective on-the-job training to develop and refine the management skills of mid-level lawyers or junior partners, prepping them for what is to come. Let’s look at a few aspects that need finetuning, before you bequeath a lawyer on the fast track, with Partnership.

Role & Responsibility Management

Tomorrow’s partners must be able to manage time efficiently, compartmentalising their primary duties and those that are required for the overall development and management of the firm. It is a good idea to involve Senior Associates in recruiting junior Retainers and entrusting them with the responsibility of training and managing the Retainer’s performance, giving them a taste of what it’s like to take on a leadership role.

Emotional Intelligence & People Skills

As a Partner, lawyers will have to learn how to be tactful, firm but fair, and at the same time, apply an emotional quotient that makes them as human as possible. Only then will they command the respect that is deserving of the role and be able to confidently delegate, manage and motivate their team. To inculcate this, soft-skill grooming sessions are must – an initiative that will stand the firm in good stead when the time comes.

Confidence & Integrity

Partners must know how to ‘own the room’. Landing clients begins with the confidence displayed in finding new and effective legal solutions, while developing a rapport and retaining them, takes hard work and integrity. Over billing clients, covering up for other partners, favouring friendship over merit etc. are all issues a prospective partner should learn how to avoid, in order to display integrity.

Timely leadership and personality development training organised by the firm can set the stage for lawyers to effectively step into the role of Partner without drowning in an ocean of new expectations and responsibilities. To every firm out there: Do your lawyers have what it takes to ‘be a true Partner’ in your firm? If not, get going… make that timely investment with professionals who can help you set up the ‘grooming process’ for prospective Partners. It’s a win-win for all!