If you are reading this, you are likely close to being considered for partnership at your firm and want to prepare. This is an exciting time in your career, but it can also be stressful and overwhelming.

While some attorneys are crystal clear on the requirements and intricacies of the partnership promotion process at their firms, many struggle to grasp what is often a mysterious and unfamiliar process.

Attorneys who are up for partnership are often confused about the requirements they must meet in order to apply, or be considered, for a promotion. They may not know which factors weigh more heavily than others in the process, or whom in their organization is making partnership decisions. Some do not understand the cultural and/or political undercurrents that could affect their prospects. Others might be confused by the comments they hear about how to be a successful candidate.

Every lawyer’s path to partnership is different and can vary widely from firm to firm. In this article we will offer some tips that can help any aspiring partner to grab that brass ring. In The Attorney’s Path to Partnership Workshop we dive deeper into developing a strategy to boos the attorney’s chances at promotion.

The Formal Aspects of the Promotions Process.

You must start the process by considering whether you meet all (or most) of the objective requirements that a candidate for partnership in your firm must satisfy. This means you need to know the specific factors upon which you will be evaluated, such as years of practice, productivity, originations, expertise in a substantive area of law, etc. You must also become acquainted with your firm’s specific procedure for elevating an attorney into partnership.

Understanding the process and knowing the objective requirements is important. You may have excellent credentials and satisfy many of the objective requirements considered by your firm but, if you are not familiar with the procedures (for example, application submission, recommendation deadlines, obtaining the endorsement of your practice group leader or other member of firm management, etc.) you may not be promoted. 

Likewise, you may know the process followed by your firm to the very last detail, but if you do not satisfy the minimum requirements for promotion (such as minimum years of practice, minimum billable hour requirements, etc.) you still may be passed over. 

The Partnership Memo.

Thankfully, many firms (certainly most of the larger ones) have in place a partnership memo or other written guidelines describing both the minimum partnership requirements and the promotion process. If your firm has published a memo or guidelines, you should become extremely familiar with it and conduct an initial self-evaluation to determine where you stand with respect to the requirements described therein.

In some firms there is no discernible partnership memo or other document explaining the firm’s partnership process or candidate evaluation criteria. In other firms the document exists, but is not available to candidates. If this is your case, you should determine who can provide you this information. Your mentor or immediate supervisor may be able to offer insight as to the factors historically considered or discussed during promotion meetings at your firm. 

Recent Promotions.

Recently promoted partners can also shed light on the process, and may be willing to discuss their own qualifications and what credentials contributed to their promotion.

You should also look closely at the attorneys who were most recently promoted.  What do they have in common? What are the traits or characteristics for which they are regularly praised?  Were the attorneys who logged the most billable hours the ones promoted?  Are they the ones who brought in the most business or business opportunities?  Did the firm promote attorneys who have deep knowledge in a specialized area of the law?  Are they the ones with the best trial skills?  

Conversely, did the attorneys who were not promoted consistently fail to meet their billable hours requirement? Did they not bring in any business?  Look at your firm’s promotion history and patterns. This way you can identify trends that will allow you understand what is important to the firm, even in the absence of a formal memo or partnership guidelines.

The requirements and promotion procedures can vary greatly among firms. It is imperative to become familiar with what applies in your firm.  Failure to satisfy even one of the requirements could stall your evaluation process, or even disqualify you from consideration that year.

The Informal Aspects of the Promotions Process.

The partnership memos or guidelines do not necessarily include all of the factors and circumstances governing promotion. Less tangible factors can also affect a firm’s partnership decision. Firms sometimes consider the general state of the economy and the financial position of the firm when determining promotions. They may also evaluate whether the firm or a particular practice group is too “top heavy,” whether the candidate works in a practice that is declining, or whether the candidate is part of a thriving practice group with leaders who are bringing in significant business. Some firms have unwritten quotas, and will look at whether there are many (or few) attorneys up for promotion in a particular year.  Do not overlook these informal factors. In some promotion cycles these factors can be determinative, and you should consider them when developing your partnership strategy.

Consider the Decision Makers.

Make sure you are aware of who in your firm is making the promotion decisions. In some firms a partnership committee determines promotions. In others, the managing partner makes that decision. Other firms require a vote of the firm’s equity partners.  Find out who the decision makers are at your firm. Consider whether they are likely to support and promote your candidacy. 

The decision makers will be less inclined to back your candidacy if they are not familiar with you or your work.  You should think of ways to become better acquainted with these individuals.  For example:

1. Try to work on a matter supervised by a decision maker. Use the opportunity to show them your best work.
2. Find out if they are on the Board of Directors of a non-profit organization or otherwise involved in charitable work. Offer to volunteer for that organization.
3. Offer to participate on firm committees in which the decision makers are members. 
4. If you are close with a partner who has a strong relationship with a decision maker, consider asking that partner to arrange an introductory lunch meeting or invite you to an event where you can interact with the decision maker.

Take Action – Develop a Strategy.

You cannot leave your partnership promotion to chance. Now is the time to develop a strategy that will place you in the best position to be promoted.

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