Reaching partnership is one of the most important milestones in a legal career. It represents professional recognition, increased responsibility, and long-term financial opportunity. For many attorneys, it is the culmination of years of demanding work, personal sacrifice, and consistent performance.
Yet strong legal skills and long hours alone do not guarantee promotion. Law firms evaluate partnership candidates holistically, considering business development, leadership ability, client relationships, internal reputation, and long-term strategic value.
Understanding the most common obstacles early can help you adjust your approach and strengthen your candidacy.
1. Remaining at One Firm Without Repositioning Yourself
Staying at the firm where you began your career can demonstrate loyalty, institutional knowledge, and long-term commitment. Many attorneys believe that these qualities alone will position them well for partnership.
However, long tenure can also create fixed perceptions. Colleagues and leadership may continue to associate you with your early career identity, even after you have developed advanced expertise and leadership capabilities.
This can result in being viewed as dependable but not necessarily strategic, entrepreneurial, or influential.
Over time, such perceptions may limit access to high-profile matters, major clients, and leadership opportunities that are critical for partnership consideration.
Historically, many firms followed an “up or out” model. Today, legal careers more often follow an “over and up” approach, in which attorneys gain experience and then move laterally to reposition themselves in the market.
A well-timed lateral move can reset professional branding and allow you to be evaluated as an established contributor rather than a former junior associate.
As Shari Davidson, President of On Balance Search Consultants, explains:
“Switching while you are hot will make you a much more valuable candidate in the eyes of unbiased partners.”
Even for attorneys who remain at one firm, deliberate efforts to expand responsibilities, lead initiatives, and develop client relationships are essential for repositioning.
2. Strong Legal Skills Without Business Development
Technical excellence is a fundamental expectation at senior levels. Strong analytical ability, writing skills, and courtroom performance form the foundation of professional credibility.
However, partnership decisions are driven largely by revenue generation and long-term client relationships. Firms seek partners who can sustain and grow the business.
Attorneys who do not originate work may be perceived as highly capable contributors, but not as long-term business leaders.
Developing business demonstrates commercial awareness and strategic thinking. It reflects an understanding of how the firm operates as an enterprise, not just as a professional service provider.
Effective business development may include:
- Deepening relationships with existing clients
- Identifying emerging client needs
- Cultivating referral networks
- Publishing thought leadership
- Speaking at industry events
- Supporting firm marketing initiatives
Early engagement in client development, even at modest levels, signals initiative and long-term commitment to firm growth.
3. Inconsistent or Insufficient Billable Performance
Billable hours remain one of the most visible indicators of performance in most firms.
Consistent, high-quality productivity reflects reliability, discipline, and responsiveness to client needs. Partners are expected to manage substantial workloads while maintaining professional standards.
Meeting minimum targets may demonstrate competence, but it rarely distinguishes partnership candidates.
Firms also evaluate qualitative aspects of performance, including:
- Efficiency and time management
- Judgment under pressure
- Ability to handle complex matters
- Responsiveness to clients and teams
- Willingness to assume responsibility
Patterns of inconsistent billing, frequent underperformance, or unreliable availability may raise concerns about readiness for partnership.
Strong billables should be supported by collaboration, professionalism, and consistently strong work product.
4. Relying on a Single Mentor or Partner
Mentorship and sponsorship are critical components of career advancement. Strong advocates can open doors, recommend you for key matters, and support your promotion.
However, overreliance on one individual creates professional vulnerability.
If that mentor retires, relocates, changes firms, or loses influence, your internal support may diminish significantly.
Partnership decisions typically involve committees and multiple practice leaders. Broad-based support is therefore essential.
Developing relationships across practice groups, offices, and leadership levels increases visibility and credibility.
A diversified network ensures that your work, leadership, and potential are recognized by multiple decision-makers rather than concentrated in a single relationship.
5. Limited External Visibility and Professional Engagement
Law firms increasingly value attorneys who enhance institutional reputation and market presence. External visibility demonstrates that you are capable of representing the firm in professional and commercial settings.
Meaningful engagement may include participation in:
- Bar associations and legal committees
- Industry organizations
- Client conferences
- Professional panels
- Community leadership initiatives
Strategic involvement helps to build personal brand recognition, strengthen referral networks, and support long-term client development.
Attorneys who remain exclusively internally focused may be perceived as less market-facing and less valuable to growth initiatives.
Effective engagement should be aligned with your practice area, client base, and long-term professional goals.
Preparing Yourself for Partnership
Earning a partnership requires intentional career management and long-term planning. It is not a passive process, and it rarely happens simply by waiting for seniority to accumulate.
Successful candidates typically demonstrate:
- Consistent financial performance
- Client development capability
- Leadership within teams
- Strategic thinking
- Professional visibility
- Strong internal relationships
- Ethical judgment
- Cultural alignment
- Sound professional reputation
Beyond formal metrics, firms also assess how potential partners contribute to firm culture, mentor junior lawyers, manage conflict, and represent the organization externally.
Regularly seeking feedback from mentors and firm leadership is essential. High-potential attorneys actively request performance reviews, ask for guidance, and adjust their approach based on constructive criticism.
Partnership candidates should also develop a clear understanding of their firm’s business model, governance structure, and strategic priorities. This includes knowing how compensation works, how practice groups are evaluated, and how leadership decisions are made.
Consider working with external advisors or recruiters who understand partnership dynamics and market expectations. Outside perspective can help identify blind spots and opportunities for repositioning.
Finally, partnership preparation requires patience and consistency. Momentum is built over years through reliable performance, visible leadership, and thoughtful career positioning.
Partnership is rarely the result of a single achievement. It is built through sustained credibility, consistent performance, and long-term professional discipline.
About: On Balance Search Consultants
On Balance offers great insight and industry intelligence. Shari Davidson, president of On Balance Search Consultants, advises experienced attorneys at every stage of their career to take them to the next level. From making the lateral partner move to succession planning.
Shari takes a proactive approach to advising law firms on how to take a firm to the next level and helps rising talent make the transition to the right law firm. On Balance Search identifies opportunities that exist today, not down the road.
Contact us today. Call 516-731-3400 or visit our website at https://onbalancesearch.com.
Please note that the content of this blog does not constitute legal advice and is only intended for the educational purpose of the reader. Please consult your legal counsel for specifics regarding your specific circumstances and the laws in your states pertaining to social media and any legal restrictions regarding the law.
