But – having attained roles as a partner and practice leader respectively – both are managing the challenges and responsibilities and are enjoying roles that many practitioners have to wait longer for, if they reach that level at all.

“Becoming a partner was a liberating experience for me. The flat organisational structure of law firms meant suddenly I was empowered to be self-determining. There are daily challenges which come with managing a practice of course, but the experience is richly rewarding,” Ms Aitken explained.

“There’s a steep learning curve with any career change, but particularly one that involves people leadership. And lawyers aren't always the best people leaders or team players,” Mr Giuffre added.

“Constant self-reflection and awareness, and a willingness to seek and take on constructive feedback, is critical, as is having a respected mentor who can be brutally honest with you. I'm also fortunate enough to work alongside talented and motivated juniors, in a firm that genuinely invests in supporting and coaching their leaders.”

When asked about the pathway to partnership, Ms Aikten said she’d had “an incredibly linear career path”.

“From graduation, I’ve worked at two national mid-tier firms with the same core team. While the road’s been a straight one, it’s involved plenty of challenges and hard work,” she said.

Mr Giuffre similarly felt his path was traditional: “I had a fairly conventional (read, boring) start to my career, working at a top-tier firm as a paralegal through to an associate. As with many mid-level lawyers at traditional firms, I felt an urge to explore opportunities in-house, and took up a sole legal counsel position at an Australian charity, before finding my home at LegalVision.”

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What both have subsequently learned from their experiences, however, is that there are a multitude of leadership pathways available to younger lawyers coming through the ranks, in light of changes to the legal marketplace and movement away from more traditional structures.

“Junior practitioners have an incredible opportunity to build compelling personal brands,” Ms Aitken said.

“Professional platforms like LinkedIn allow them to reach a wider audience communicating their story, skills and values. I’m constantly impressed by the quality of social media content created by university students and recent grads, and reminded to step up my game.”

“An evolving legal marketplace definitely means opportunities for driven and talented young lawyers,” Mr Giuffre noted.

Growth in newer practices that have emerged in recent years means that said practices “have the scope for high performers to take on more senior positions and assume greater responsibility. If you've got the appetite to work in a fast-paced environment, and you're adaptable to change, working in a NewLaw firm is a great way to accelerate your career”, he said.

But, it is clear from their respective experiences that putting one’s self in a position whereby partnership or a practice leader position can be attained still requires adherence to tried and tested legal practice management principles.

“Value your relationships, whether with clients, colleagues or friends. I’ve been lucky enough to be supported throughout my career by people with whom I’ve been mutually invested,” Ms Aitken reflected.

Emerging future leaders should also ensure they focus on sharpening their skillsets and becoming good technical lawyers, Mr Giuffre advised.

“Find a law firm that aligns with you culturally and professionally, and quickly leave any firm that doesn't. Put in the effort, but maintain a sensible pace so you don't burn out,” he said.

And, when asked to offer guidance to those coming through the ranks about how to become a partner or practice leader – at an early age or otherwise – adaptability and self-confidence emerged as key traits to both embody and engage with.

“Master the art of the ‘pivot’. Statistically, Millennials are far more likely to change jobs and career paths throughout their working lives than previous generations. They’ll have broader skill sets and experiences to draw on, which can be a considerable strength,” Ms Aitken recommended.

“Junior practitioners can maximise these career pivots by making strategic decisions about their next steps and drawing out the value in their career experiences.”

“When an opportunity presents itself, back yourself! Find yourself a quality mentor. Constantly seek feedback – both from your juniors and seniors – but channel your inner Brené Brown and avoid criticisms from the ‘cheap seats’,” Mr Giuffre commented.

“And, have some fun – we work way too much to take it too seriously.”