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Luck, politics, timing also
This is very true. It depends on your department, how it’s doing, and the general firm climate.
A huge chunk of it is just pure luck. Some of the partners I’ve worked with over the years are borderline special needs
This is not a good way to express yourself
The people who make partner are 2 types:
1. Hustlers
2. Grinders
Hustlers are rainmakers. Grinders are the people who bill the highest.
Both put up with the BS of a law firm to rise to the top. But the Hustlers have the most freedom because if you have your own book and it's big enough, you call the shots.
It’s all about the book. With the book comes hours you can bill AND hours others can bill. Firms don’t like losing people who bring in profits. But you also have to know your specialty and generate a top reputation.
Just in case nobody else will be honest, it used to be easier.
There's some luck, but there's also the recognition that working really hard creates opportunity for luck to mean something. I've seen more mediocre associates than very good (or better) associates. The mediocre associate can become an excellent partner if they work really hard and are ambitious. The very good associate that simply does what is needed may become a partner but may never make any real money / develop any business of significance.
Rising Star
I think it depends on the firm. There’s finders, minders and grinders. All three can be successful, and are essential to a firm’s success, but not in the same proportions. Firms are always happy to have as many finders (rainmakers) as possible, for obvious reasons. The parter title makes it even easier for the rainmaker to bring in business.
The minder mentors and keeps things on track - vital, but not a billable firm function. How well this is recognized depends on the firm and how well overall management is structured.
The grinder is replaceable. Good associates or counsel can fulfill this role, making service partners less vital. This is probably also where a fair number of us excel.
Our country’s 400-yr-old tradition of white-male affirmative action (that is still in play today) has created an environment in which mediocre white males are promoted to high positions for reasons other than genuine merit. Mediocre white males tend to promote other mediocre people (including women and POCs) who they see as loyal allies because their insecurities cause them to fear being upstaged by underlings.
This isn’t to say that all white males are mediocre — they aren’t. It just that a mediocre person tends to fair better if they happen to be a white male.
I’ve witnessed this throughout my career. I’ve worked for white males who were truly brilliant and white males who were mediocre. I’ve learned that much prefer working for/with people who are truly smarter than I am, but this is not easy to find… unfortunately, mediocrity often rules.
I find it interesting how short the timeframe is now for partners. Used to be 10 years so you’d have enough time to blow something up as you said. Assume firms think 5-6 years is where they need to be for retention of those they think can bring in clients
Maybe for the likes of Kirkland where they are partner in name only, but it's definitely gotten longer for most firms. On average, it's between 10 - 12 now, unless you are a superstar that has an influential internal sponsor, or whom clients really like. Or nepotism. I've seen that too.
While it's important to keep in mind that no one excels at everything, there are a ton of considerations that may lead to folks who aren't necessarily "exceptional" may get promoted over others who are more capable and harder working .
A solid performer who's built a good reputation among the partnership is better positioned than a superstar who isn't well known. Associates in busy, profitable practice groups have better chances than those in slower groups doing low-margin work. Someone who has become an integral part of case teams servicing the firm's most important clients may have better chances, even if they aren't the top performer. These are things that vary from firm to firm. While a promotion makes business sense at one firm, it may not at another, and that has nothing to do with the associate's skills.
Here are some things that may help:
- Cultivate relationships with sponsors who can advocate for you.
- Become indispensable to a client.
- Seek out work for key clients and growing practice areas.
- Show that you can be trusted to manage cases - you're likely to start off as a service partner running cases for other partners' clients.
- Don't be a terrible person - if they think you're going to terrorize the associates that work for you, it's a problem.
- Sit down with your mentors to talk about your aspirations. Closed mouths don't get fed. There might also be specific issues holding you back that you're not aware of because no one is providing feedback. Maybe you're perfect but the economics don't make sense. But finding that out could help you make a decision about whether to lateral to a place that can supply a better business case for your promotion.
Howdy partner
F
My humorous comment for the "secret ingredient" would be to have the fitting horoscope.
Just sayin' -- as a LEO, which reportedly is supposed to have innate leadership. :>)