Insight into the Role: Job Description for Law Firm Partner

Responsibilities of a Law Firm Partner

Partners in a law firm constitute the highest level of the professional staff, and they are the prime movers of the firm’s success. They direct client relations, firm operations, and most aspects of the administration of the practice. While attorneys at law firms vary considerably, from contract or "of counsel" attorneys to associates to partners, all of them share the common traits of being lawyers, of being educated and licensed in the same state, and of being required to maintain strict standards of ethics and mutual fiduciary duties.
In many firms, particularly smaller ones, new hires, including partners, are not required to have any particular qualifications before they are hired. This does not mean that they will not be required to hold the same credentials as other law firm employees. Required credentials – such as licenses to practice in a particular jurisdiction, a willingness to travel, and an invitation to provide information regarding third party credit references and even personal background checks – are often required but are not necessarily publicized during the initial interview process.
Curiously, although there is no universally defined agreement applicable to all law partnerships regarding objectives, underlying philosophies, or the duties of partner , the requirements of the role, whether expressed or implied, are the same for most all of them. Therefore, the most general description of what a law firm partner does is to manage the firm, its business, and the representation of its clients.
This varies depending on the size of the firm. In a mega firm with more than 1000 attorneys operating offices nationally and internationally, a typical law firm partner may or may not interact with actual clients. That partner may be a cog in a big wheel, performing specialized tasks or duties relating to the operation or management of the business aspects of the firm, with little or no direct supervision of other lawyers. A managing partner or a partner in a boutique firm might be very different. He or she would have a legal specialty or expertise, client contact, and supervisory functions over other attorneys, particularly those in their own practice areas.
Opportunities for promotion to partnership are based on one’s commitment to the firm and its goals, attendance at programs and functions, participation in committees, development of business, and production. Compensation is based on the subjective evaluation of the partner’s commitment to the professional, business, and fiscal success of the firm, including the partner’s billings and collections.

Essential Skills and Expertise

To become a law firm partner, an individual must possess a specific set of skills and qualifications. At the core, this requires an advanced legal education, usually in the form of a Juris Doctor from an ABA-accredited law school. Beyond this essential step, partners are expected to have significant practical experience, with most law firms in the U.S. seeking candidates with a minimum of seven to ten years of relevant professional legal experience.
In addition to formal education and legal experience, successful law firm partners must be able to demonstrate exceptional abilities in areas such as leadership, written and verbal communication, as well as analytical and strategic reasoning. Since they’re often responsible for managing junior attorneys and staff, partners need to possess strong supervisory and mentoring capabilities.
Additionally, the job description for a law firm partner will frequently stipulate proficiency with industry-standard software, most notably document management systems, case management programs, and timekeeping software. Prior experience with practice management is a common requirement as well.
The law firm partner position also regularly necessitates participation in marketing and business development initiatives. Partner candidates must, therefore, be familiar with the common practices and tools used in these areas, and must be able to assist in growing the firm’s client base.
Finally, strong interpersonal skills can’t be overlooked when it comes to the law firm partner job description. Partners are responsible for representing the firm in a number of situations, from client meetings and legal negotiations to speaking engagements and community appearances. They serve as a face for the firm as well as a leader, which often makes soft skills just as important as those of a technical variety.

A Road to Partnership

The career path that leads to a law firm partnership is long and narrow. The vast majority of law firm attorneys will never make partner. Competition for the title is fierce, and annual billable hours quotas can be severe. To be promoted to partner, an individual must first be hired by the firm as an associate. Typically, a junior-level associate in a large firm carries a significant volume of on-going client work and billing responsibility.
After between 8-9 years of service with the firm, the associate is nominated for partnership and sponsorship by a current partner. A vote is taken by a partnership committee. A simple majority vote is all that is required to grant partnership. Once promoted, the new partner has an entire new title and responsibility to the firm.
Career paths and tenure vary widely among law firms. Law firm partners in the United States typically have 10-12 years of professional practice experience. Tenure can vary significantly by region and firm size. The average law firm attorney holds the title of partner for seven years.
Associates are generally expected to meet certain benchmarks related to productivity and performance on the path to partnership. The specific completion time depends on the firm’s standards for partnership timing (e.g., three to six years). Common benchmarks include:
If the firm uses a formal track, associates are expected to meet or exceed the firm’s predetermined expectations prior to being considered for partnership.
Conducted annually, some reviews result in a reduction in salary or a decrease in billing hours. The firm’s feedback helps to ensure a successful transition to partnership the year following an associate’s promotion to partner. Most firms allow time at this stage for associates to refine their skills, after which they are assigned a formal mentor.
Depending on the particular firm, associate partners may continue to sit on partnership committees as well as build their reputation within the firm for their knowledge. Associate partners may also be invited to attend legal conferences and seminars, where they can network with other in-house legal personnel and attorneys practicing in the same area of specialization.
However, the journey is not over. Some firms require associate partners to continue their training through attendance at internal training programs and/or by obtaining specialization certifications during the next year. Upon successful completion of their term, associate partners are designated as general partners.
Subsequent terms of partnership last for between three and five years. As a general full equity partner, the attorney assumes responsibility for their client base.
A law firm partner is expected to have a solid "book of business" and to engage in an on-going effort to develop contacts to support, and add to, their fair share of annual billable hours. The number of hours billed varies based on the nature of the practice or specialty area of the partner, the specific firm and goals established by the committee. The time required for billable hours varies. An individual promoted to partner in a busy firm may expect to work long hours, up to 65-80 per week.
Becoming a law firm partner is a highly competitive process. An attorney should be poised to handle the competitive process for partnership. Some firms may promote attorneys who are already performing at partnership level sooner than later. These attorneys need to be ready for the possibility.

Financial and Ethical Duties

As an equity partner, you assume the responsibility of sharing in the firm’s profits in accordance with the terms of your partnership agreement. You must balance your individual goals with the firm’s goals for profitability and growth. Your annual production numbers are critical to the firm’s bottom line. The percentage of realisation and collection of fees and disbursements that you bill to clients has a direct impact on the firm’s profitability. Realising fees and recouping disbursements are as important as bringing in new business. Realisation refers to the amount of billed fees and disbursements that a client is willing to pay for the services provided. Collection refers to the amount of payments the firm receives from clients that have not yet paid . When negotiating a client fee, you may wish to discuss the issue of realisation in order to find out if it will be a problem later on. Although we expect lawyers to be risk averse, we must accept a little, as being too conservative can hamper a firm’s growth. Remember that you will be counted on to share in the rewards, whether monetary or reputational, for firm decisions that define the list of winners and losers. As a law firm partner, you are ethically bound to preserve client confidences and secrets. Being open and honest with clients, while also exercising sound commercial judgement, will help build a stronger relationship. You must maintain the level of care that a reasonably prudent lawyer would exercise in the circumstances in relation to any legal knowledge you possess.

Trials and Triumphs of Partnership

In addition to the prestige and financial benefits that come with being a law firm partner, the role itself is not without its challenges. In fact, many new partners are surprised at the amount of stress and additional responsibilities they must take on in order to become an equal owner of the firm’s business. One of biggest complaints we hear from new partners is that their administrative workload increases substantially. They are often responsible for large administrative projects, like compiling the annual report, managing the firm’s diversity programs, or overseeing changes made to the firm’s technology. Even worse, many new partners find themselves doing administrative work at the expense of client work. With their increased responsibilities, law firm partners also frequently face increased competition from other partners who are vying for the same opportunities. One former partner noted that, "once you get to the partner level there are a lot of [turf] conflicts." Such conflicts can be expensive for both the firm and the partners who must resolve them. On top of these challenges , is the fact that there are now several hundred thousand lawyers licensed to practice in the United States. Many of them are eager to fill the shoes of senior partners who decide to retire. And unfortunately for new partners, big law firms in particular tend to hire young associates rather than promote their own associates to partner. As a result, the competition for clients and partners can be fierce.
With all of these factors at play, is it possible to balance the stress and high workload of being a law firm partner with the prestige and financial benefits? One experienced partner said it was for her. She said, "I thought it was much better for me. I made more money and I had more opportunities." She was not alone. A recent survey found that about seven in ten new partners were satisfied with their career path. But not every new partner has the same experience. With the experiences of each law firm partner varying so much, it is important for you to conduct your own independent research when applying for a partnership. By taking the time to talk to current partners, former and prospective partners, and other staff, you can ensure that you’ll have an accurate picture of what being a law firm partner is really like.