Look at the specialty areas the partners in your department have carved out for themselves and figure out what’s missing. Is there a particular legal question that nobody in your firm is really an expert in? That could be an area where you could shine. Even though big, high-profile cases may seem prestigious, working on those cases doesn’t typically do anything to help you differentiate yourself from the other associates. Instead, take on smaller, niche cases that turn on a small matter of legal interpretation. Getting additional certifications in your niche, if available, can enhance your reputation as an expert in that particular area of law.
Don’t be afraid to ask questions if you need help. You won’t do yourself any favors by claiming you know how to do something and then doing it wrong.
Ideally, you’ll find someone who shares a similar background to you. For example, if you’re a woman, find a female partner to be your mentor. She can help you navigate the particular challenges of being a woman in a male-dominated profession. It’s okay to have more than one mentor. You might also seek mentors outside your firm, particularly if none of the partners in your firm seem to have much in common with you. While they might not necessarily be able to help you make partner, they can help you in your professional development.
If the particular case is being handled by a partner or associate you haven’t worked with before, introduce yourself and explain your expertise in the area. Then, describe the ways in which your assistance could benefit them.
Getting your name in print in a respectable publication also enhances the reputation of your firm and potentially brings in business. Readers of your articles might contact your firm when they need legal assistance and ask for you by name. Reach out to your state or local bar association about teaching a continuing legal education (CLE) course in your specialty. Becoming a CLE teacher not only establishes your expertise but also gives you opportunities to network with other attorneys who practice in your area.
Most importantly, understand how your productivity ties to your worth as an associate. If you’re making money for your firm as an associate, you have the potential to become a partner. However, you also have to show that you’re doing things to expand that value and ultimately generate new business.
Creating a business plan sends a message to the partners that you’re already taking an owner’s approach to your work, rather than simply seeing yourself as an employee who simply does someone else’s bidding. It shows that you understand the need to build a volume of business to both serve your clients and generate a profit.
Ask your clients about other legal needs they might have and try to find ways your firm can address those needs. This helps you expand your firm’s business with that client. Eventually, you might have clients contacting the firm and specifically asking for you by name. This tells the partners that you have a potentially irreplaceable relationship with that client, which makes you a valuable asset to your firm.
Clients will appreciate your understanding of the particular needs and demands of their industry. They’ll also feel more comfortable with you if they know that you’re familiar with how their business works.
For example, you might create a short and simple email newsletter that you send out once a quarter. The newsletter could cover cutting-edge legal issues that impact your clients’ industry. If you worked with a particular client closely, you might also check in on them personally once a month or so, just to see how they’re doing.
Remember that relationships are the essence of partnership. If the existing partners of your law firm like you and enjoy being around you, they’ll be more interested in inviting you to be a partner as well. Firm-sponsored social events, including holiday parties or summer picnics, are an opportunity to expand these relationships. But you also want to socialize with your coworkers in more informal settings. Don’t feel pressured to participate in activities you don’t enjoy — you won’t be good company and won’t build genuine relationships that way. If you don’t enjoy golf, for example, maybe you don’t need to go to the firm’s annual golf retreat.
Don’t shy away from doing grunt work that nobody else wants to do. Being willing to take on menial tasks shows that you’re a team player who’s willing to do whatever is necessary for the good of the firm.
Forge relationships with attorneys who practice in related areas for potential client referrals. For example, if you specialize in wills and trusts, you might network with family law attorneys, since their clients often need estate planning services. Specialty associations also present opportunities for you to expand your expertise in your niche.
Committees also give you an opportunity to flex your leadership chops. Partners on the committee will take note if you step up to take the lead on a successful project. If your firm doesn’t have organized committees, look for an area that could use one and volunteer to set one up yourself. For example, if your firm doesn’t have a committee to organize the recruitment of new associates, you might offer to jumpstart one to streamline the firm’s recruiting efforts.
