Application for Partnership - A Coaching Session

Application for Partnership - a Coaching session

You are a Senior or Managing Associate

2026 is your time; the year in which because of personal ambition, peer pressure, timing in your law firm (or, most often, a combination of these) you have decided to apply for partnership in your law firm.

You have up to a year to plan, and you wish to maximise your chance of a successful outcome. It is an uncertain time for you. You have decided to seek Coaching support, both with your application, and guidance through the process to achieve this. And so you come to your first session with a draft application document, and now you are sitting down with your Coach...

The following discussion takes place..

(Coach Q): “What do you think are the most important factors to maximise your chances of success ?

A: Well, the application form focuses on my skills as a technical lawyer, in client management, business development, my financial performance, and my interpersonal skills (including leadership)... and, (apart from the last which is difficult to document and I’d prefer others to complete) I’m confident that I will hit my targets (as I have done consistently) and be able to demonstrate high levels of achievement... and I’ve offered to help my sponsor draft the business case for promotion which, I’m told, is going to be compelling; however I understand there are around ten candidates for three partnership slots ...which is challenging and why I’m here...

Q: Ok, this is all important, and lawyers love documents; but what is going to distinguish you from your equally-brilliant colleagues ? What will put you ahead of the game ?

A: Well I won’t have access to applications from other candidates because these are obviously confidential...

Q: Ok let’s take a step back and reflect on what really matters;

Tell me: what is your firm’s process for considering partnership promotions?

A: OK in brief: firstly my candidacy (with written application and business case) needs the support of all partners in my Team and Department; then it goes before an Appraisal Committee of partners drawn from Senior Management, and other offices of the firm who interview me..

Q: Let’s pause there... do you have any burning embers/ unfinished business with partners within the team or department? Or are they unanimous in supporting your business case and your promotion...all OK? Ok... so let’s focus on the Appraisal Committee who will be trying to identify the best candidates in a strong field and who will effectively determine your future - yes ?

Q: Do you know/What do you know about the individual members of the Committee ? How do you think they are going to reach their decision on your application ? What is going to impress them about your application as against those of your colleagues ?

A: Well I guess I have one chance, at my interview with them

Q: So how can you ensure that this goes well ?

A: Preparation I guess...

Q: Correct. The Committee will want to question you. Anticipate, and prepare BRIEF answers (up to three points only ) on: a legal matter (of interest to them?), your best client win; how you’ve contributed to cohesive teamwork; how you’ve shown leadership; how you see your future and the firm’s future ;and how you would contribute as a partner.

If they want you to elaborate - a good sign showing their interest - they’ll ask follow up questions; But be sure not to bore for Britain; if they aren’t showing real interest, move on/allow them to move the conversation on.

So far so good ...But we haven’t addressed the critical issue, to help you ensure success.

You need to get the Committee members talking, on their turf, with you, in open dialogue, about what matters to each of them.

Do your homework; then ask them (eg) what has the Firm done well in the past year (encouraging positive energy around the table); how can this be repeated, and what are the greatest challenges going forward?

Where do they see the Firm in five years time, and how will the Firm get there? Listening to their answers will give you the opportunity to show curiosity, pick up on points of interest, interact with the meeting, and then invite wider discussion, including how young partners (such as yourself ) can help take these issues forward.

How the Committee views the quality of this discussion will more than anything else impact on the success of your application for partnership.

By facilitating such a conversation, you are demonstrating to senior partners that you can engage with them, at their level, focussing on their interests in the same way as with a potential client; and that they (and, by inference, prospective clients) can feel comfortable discussing business issues with you. So that after you leave the room they look at each other and say “ Now that’s someone who I want in the partnership....”

Shall we rehearse a dummy interview...? “

By Will Dawson, Executive Coach TCC

will@carvalhotherapy.com