Against the backdrop of such conditions, Lawyers Weekly reached out to eight (relatively new) BigLaw partners for their reflections on what has helped them both transition to, and thrive in, such senior positions.

Navigating surprises

For Lander & Rogers partner Melissa Tan, becoming a partner is “one of the biggest transitions in private practice”.

“The step up in responsibility and expectation is real,” she said.

“For me, building a new practice from the ground up made it even more of a leap. The best advice I received came from my husband: believe in yourself, and everything else will follow. I still carry those words with me every day.”

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Hall & Wilcox partner Eden Winokur had similar guidance, noting: “The best advice I received was to expect the unexpected.”

“You may find yourself being briefed by clients that you were not expecting to send you work, or clients you expected to provide work may not be able to. New partners should continue to do the things that helped them achieve the milestone.”

Finding your feet

Tan further noted that she wished she had realised sooner that new partners do not have to have it all figured out.

“It’s OK to ask for help and to lean on those around you. I found incredible support not only from my firm and partners but also from clients who generously helped me shape and grow my practice,” she said.

“You’re never doing it alone. For new partners today, staying open to change and embracing technology is key. It’s how you stay relevant, deepen client trust, and build something that lasts.”

Build and support a strong team

For Clayton Utz partner Amanda Lyras, “having a strong team is everything”.

“When you surround yourself with people who are not only excellent at what they do but who work collaboratively, care deeply about clients, and are genuinely invested in growing the practice, it frees you up to focus on growth and the strategic direction of the business,” she said.

Winokur supported this, noting that one must “be great” to their team.

“Remember the things that partners you worked for did well and emulate them. Avoid doing the things that you didn’t enjoy as a junior,” he said.

Colin Biggers & Paisley partner Mathisha Panagoda reminded new partners that the emerging generation has entered the legal profession in the age of COVID-19 lockdowns, geopolitical and economic hardship, and rapid advancements in legal tech.

“I think they quite rightly expect more from leaders than we might have when we were in their position,” he said.

“For me, that really emphasises the need to try to be in tune with your team, make efforts to understand the changing environment (e.g. AI), focus on good communication and think about how you can help to bring out the best in people.”

Having a supportive network

Panagoda added that one’s personal team should extend to having trusted colleagues and good mentors to serve as a sounding board when needed.

“I’m fortunate to have friends I went to law school with who are also now partners at other firms and can relate to the challenges of the job,” he said.

“Don’t underestimate the importance of maintaining good friendships, building a strong network, and don’t be afraid to seek advice from trusted colleagues.”

Being business-minded

Becoming a partner, Gilbert + Tobin partner Stuart Cormack said, is akin to launching and running your own small business within a large conglomerate of other small businesses.

“You need to be accountable not just to yourself but also to your team, and ultimately to your fellow partners,” he said.

“The best advice I received as a transactional law partner was to treat my practice as a business – one where financial outcomes need to always be front of mind. This means being relentless in bringing in new work, maintaining strong relationships, and ensuring robust financial hygiene: bill your WIP promptly and manage your debtors closely.”

“Deal flow is the lifeblood of your practice.”

Further, strong financial outcomes are the end goal – “but the means by which to achieve them are even more important”, he noted.

“From the outset, you must be commercial – strive to know your clients’ businesses and industries as well as they do, and tailor your advice and marketing accordingly. Give positive advice – focus on solutions, not obstacles, and always look for ways to make things happen for your clients,” Cormack said.

“Pursue excellence – aim to be not just a safe pair of hands, but the best pair of hands, the ‘go-to’ partner for certain clients and deal types, and try to add value for all parties involved in a transaction (not just your own client).”

Administrative work

Panagoda also pointed out that the administrative side of building one’s practice cannot be ignored.

“Something else that surprised me was that practice management, non-billable meetings with colleagues and clients, and HR take up a lot more time than expected and often can’t be anticipated,” he said.

“These are really important parts of the job, and you must be prepared to carve out enough time in your week to ensure you have the headspace to exercise sound judgment in the moment when it’s most needed.”

Play the long game

Herbert Smith Freehills partner Amelia Morgan advised that partnership “is a marathon, not a sprint”.

“This has been a guiding principle for me in my early years of partnership – it takes time to adjust to a new role with new responsibilities, develop your own ‘personal brand’ as a partner, build and consolidate client relationships, and develop a team around you,” she said.

“As lawyers, we are solutions-focused and often want to achieve as much as we can within short time frames. However, with a high degree of uncertainty in the current climate, taking small steps each day towards these goals has helped me to build a strong practice in my first couple of years since becoming a partner.”

Corrs Chambers Westgarth partner Shabarika Ajitkumar echoed this point, noting that new partners will be “very tempted” to try to be everywhere and do everything.

However, she said, “it is important to think strategically about where it makes sense to focus your time and effort so that you are truly delivering value for your clients, mentoring and developing your team and contributing to the firm”.

“Think of your business plan as an evolving roadmap to guide these efforts throughout the year, instead of as a scorecard to grade yourself against at the end of the year,” she said.

Lyras also stressed the need to be deliberate and strategic with one’s time.

“The to-do list is endless: balancing client work, relationship management, team leadership, and practice administration. Building a sustainable, high-performing practice means prioritising what matters most each day, and that’s almost always relationship-driven, not task-driven,” she said.

Finding joy

A senior partner once told Hamilton Locke partner Erik Setio that the legal profession “is one of those that gets harder as you progress, and you have to find the joys in the small things”.

“As I have progressed, I have understood this advice more and more,” he said.

“Even after you become a technical expert (which in my view is a never-ending journey), you will face other challenges and learn other skills such as delegation, project management, and understanding the business of law.”

“These challenges will help you develop your authentic leadership style and become a trusted adviser to your clients, which, in turn, will help develop and grow your practice. By finding the small joys in what you do day to day – it helps you see the bigger picture of the journey.”

“So, I count myself lucky to be in a profession that keeps me interested by continuously challenging and providing development opportunities to master [my] craft and other skillsets.”

Good energy

Further, Setio continued, Hamilton Locke’s founder, Nick Humphrey, has imbibed within him the importance and power of “good energy”.

“This is energy in the sense of not just physical energy but also emotional and mental energy,” he said.

Humphrey told him that “energy fuels productivity, sparks creativity, and helps us bounce back from setbacks. It’s sustainable and renewable. On the flip side, bad energy leads to burnout, poor decision making, and low productivity.”

Setio noted that Hamilton Locke partners have constant reminders “to take a moment to reflect on how we are feeling and link back to our purpose. We are encouraged to take time to do something that helps us recharge, whether that’s rest, gratitude, or adventure.”

Humility

Finally, Cormack stressed the importance of remaining humble: “Never take your clients for granted, and re-earn their trust every day. Complacency can very quickly undo all your good work.”

Panagoda agreed – when he made partner, a mentor gave him a card that read: “Trust yourself and stay true to your core values. Maintain humility, grave, and kindness to others”. This embodies, he said, how he strives to practice, work with his colleagues, and lead his team.