It’s always great to read the promotion stories in the legal press and on LinkedIn. This year has seen some record numbers in terms of those made up. Many firms then continue to look to coaching to help facilitate the new partner’s transition during the early months and first year.
I’ve had the pleasure over recent weeks to work with two cohorts of new partners at two different firms. The first sees the start of a series of ‘one-to-one’ coaching sessions with partners over a six-month period. The second was a ‘group coaching’ session (my first with a new partner set), with a plan to follow up in a few months’ time. Both cohorts contain a mix of internal promotions and lateral hires to the ‘junior’, ‘salaried’ or ‘income’ partner role.
The ‘one-to-one’ route clearly offers more personalised support for the individual over a series of sessions, usually 60 or 90 minutes in length. This gives time between sessions for the partner to try out new ideas and activities and then reflect ahead of the next conversation where we continue to refine the action plan.
The ‘group’ context, while providing less scope for individual conversations with me, does benefit from bringing partners together who often share similar experiences and goals, therefore building a support network moving forwards (to continue conversations outside of the ‘formal’ coaching). My experience is that this tends to happen less when partners are coached individually, despite my encouragement to speak to others ‘in their shoes’.
Both opportunities set up a confidential, supportive and safe space for the partners to speak openly about their experiences, opportunities and challenges.
The starting point in our conversations is usually a desire to define the new role and what it means to be a ‘partner’ (as opposed to senior associate, director or counsel). This surfaces both the firm’s expectations and those the new partners place on themselves – perhaps not surprisingly, the latter often creates the greater sense of pressure or uncertainty. Most firms now have partner competencies set out in their appraisal process or a partner ‘contribution framework’, which help to provide some clarity. Where these don’t exist, or are vague or lack transparency, the coach can step in to challenge expectations and provide a ‘reality check’. No firm should expect for things to change overnight; in fact, this is just the start of another period of learning which continues as partner roles develop towards equity and beyond. Many new partners recall their thoughts and feelings on qualification as being very similar to the current transition.
We then focus on which goals the new partners want to work on to make the most of their first year as a partner. What makes the goal(s) a focus for them now? What have they already tried, to meet any objectives? Common areas of focus for new partners I’ve worked with over recent years include:
- Executing your business development plan.
- Realigning relationships with colleagues, fellow partners and clients.
- Understanding your ‘leadership signature’ (your strengths, values and ‘style’ as a leader).
- Building your profile and networks (internal and external).
- Managing ‘challenging conversations’ or ‘politics’.
- Exploring and addressing feelings of ‘imposter syndrome’.
- Maintaining a sustainable balance between your work and home lives.
- For lateral hire partners: Establishing yourself, absorbing the firm’s culture and values and identifying support.
In most cases, there will be a formal promotion plan or application which can serve as a foundation, particularly in relation to strategic, BD or client-relationship goals. However, it is important to recognise that these are ‘living documents’ and the reality of executing them in the early months of partnership may be very different to how they were initially presented. It’s important to retain the support of a ‘sponsor’ or other more senior partner in the relevant team to help keep these business-focused discussions aligned.
More recently, and particularly during the pandemic, the priorities brought to coaching have focused much more on ‘leading others’ and ‘leading self’. This is where coaching’s ability to increase self-awareness, encourage reflection and prompt action can often be put to best use. For example, in the recent group coaching session, there was a definite emphasis around expectations and the concept of ‘kindness’ was referenced a number of times: firstly, to be kind to others and not develop an ego; secondly, that others (often the more senior partners) be kind to the new partners and don’t expect immediate miracles; and finally, that the new partners are kind to themselves as they continue to learn (particularly from any ‘mistakes’) and find their way. As is often the case with BD, being a partner is like running a marathon, not a sprint! Developing a mindset which maintains both momentum and healthy sustainability is key.
What other questions can new partners reflect on over their first weeks and months?
- What have you learned during your early weeks as a partner, including from other internal meetings, discussions or partner ‘induction’ sessions? What was most useful for you? What are you putting into action?
- In terms of the role’s requirements and expectations (whether the firm’s or your own), which of your strengths and experiences will serve you well?
- Consider any current or anticipated opportunities or challenges around managing your transition to partnership.
- What, if anything, are you thinking, feeling or doing differently?
- List any other questions you have or guidance you would appreciate, relating to your role as a newly promoted partner. Consider who you could seek this advice from, e.g. a more established partner in your department, mentor (formal or informal) or coach.
Whilst there’s much to focus on and work to do, it’s important for new partners to pause and celebrate their achievement. Recognise what you’ve accomplished to get you to this point. Thank those who’ve supported (and will continue to support) you. And have confidence that you will keep learning and developing to become the partner you want to be.
Jamie Butler is an executive coach and facilitator
Thank you for this useful article. I will use this as guidance. Eventhough not as partner in law firm but I am in the elevation process as manager so I think this article is so relevant with my current situation.