[TRANSCRIPT] When is the Best Time for an Attorney to Make a Lateral Move Between Law Firms

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These are things that, at various points in time, will affect attorneys in different firms. These reasons are important to be aware of when you truly need to leave a firm.

If you start thinking about some of the positive reasons, such as getting better work or more exposure in your practice, I will cover those today. However, I want to begin by discussing some of the negative reasons when you absolutely need to move between law firms.

One of the primary reasons for needing to move is due to issues with your performance or other factors within the firm you're working for.

The first thing that often happens to attorneys, sometimes at the beginning of their career or later on, is being asked to leave a firm. This could happen because the firm doesn’t have enough work for you or due to performance issues.

It's particularly interesting with many mid-sized firms that, when attorneys start, they are expected to hit the ground running and know what they’re doing. If they don't put in the necessary effort, the firm will often ask them to leave. As a young attorney, you might not understand why you're being asked to leave. It could be due to perceptions that you’re not working hard enough—perhaps you’re just watching the clock and billing the minimum each day instead of throwing yourself into the work and striving to do the best job possible.

Understanding the personalities of the people you work for is crucial. Early in my career, I was in a two-year clerkship, and I made a typo that almost led to an incorrect decision to release someone from prison on a habeas corpus. The judge called me into his office, telling me this was very serious and that I could never make such errors. I realized that what was acceptable in school—writing without carefully proofreading—was not acceptable in the real world, especially in law firms, where expectations are often higher.

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The better the firm, the more they expect you not to make any mistakes. Many firms have high standards, and you might find yourself losing a position early in your career over things like typos. In my case, I was nine months into my clerkship, and although I was making fewer typos, I wasn’t happy there. The judge was looking for reasons to ask me to leave, and when he caught another minor typo, we had a discussion. Before I got fired, I told him I wanted to leave.

In many firms, things can happen where they will ask you to leave for various reasons—typos, poor work quality, mistakes in logic, or other issues. When this happens, there’s nothing you can do but start looking for a new job. It’s common for firms to ask attorneys to leave at different points in their careers, whether as a senior associate not making partner after years at the firm or for other reasons, like a lack of business.

Being aware of when the best time to make a lateral move is crucial. If you're asked to leave, there’s nothing you can do to salvage the situation; you need to find a new job. Firms will often hire associates, income partners, and others with the expectation of having a certain amount of work, but if the work isn’t there, they’ll ask you to leave. This happens to litigators, corporate attorneys, real estate attorneys, and others.

For example, when interest rates are high, there’s less real estate activity, and the office market was severely impacted by remote work during COVID. As a result, real estate attorneys have been losing jobs and struggling to find new ones. Similarly, corporate law is highly dependent on economic activity, and when work slows down, as it has over the past year, corporate departments across the country are letting people go.

If you’re in a firm and you notice a significant slowdown in work in your practice area, and it continues for a while, then it’s time to start looking for new opportunities. I’ll discuss how to lateral between firms, the best times to make a move, and how to find opportunities even when you must leave.

This is a live webinar, so I will be taking questions at the end, and I’ll also provide advice on lateral moves between firms.

There was a big law firm in California called Hellerman, a well-respected firm that had been around since 1800. They had a large presence across California. At one point, they had a succession of three major litigation cases that settled one after another. When those cases settled, all the litigation work dried up. The firm didn’t have the money to pay people anymore or to cover the loans they had taken out, and ultimately, the firm collapsed.

Anytime you see signs like the firm losing work or experiencing shifts in different practice areas, it’s often a good time to consider leaving. If there’s no work in your practice area for even three to four weeks, you definitely need to start aggressively looking for jobs. Law firms will always find reasons to let people go if there isn't enough work. Often, these reasons might be tied to your performance, but they might not be entirely fair.

It can be quite shocking for a young attorney. You might have received just two or three assignments, and suddenly, you’re asked to leave. Sometimes, law firms give you busy work—tasks like writing memos on matters that clients don’t necessarily need right away. This is often an indicator that the firm doesn’t have enough work.

You must remember that law firms are businesses, and like any business, they need revenue to pay their employees. If they don’t have that revenue, they will start letting people go, and you absolutely need to make a lateral move in that situation.

The most important thing for any attorney—whether you're a new associate, a mid-level associate, a senior associate, or a partner—is to ensure you always have access to work. You cannot survive as an attorney without work to do. If you don't have work, you’re essentially out of business. This is why people move firms, become contractors, or do whatever they can to find work.

The same applies to partners. A partner needs to have access to work; if a partner’s clients leave, they lose that access, and they’re in trouble. Regardless of your level in your career, if you don’t have access to work, you’re out of business, and you need to stay in business. To do that, you need to do good work, connect with the people in your firm who have work, and start developing clients however you can.

The most crucial aspect of your career is always ensuring you have access to work. If you don’t, you’re in trouble. This is why partners are expected to bring in business and why associates are expected to do the best job possible—because they need access to work. Anytime you find yourself in a situation where there isn’t enough work, or you’re not being given enough work, you’re in trouble.

Law firms may also decide they don’t like you for various reasons—they might not like your personality, or they might think you’re not social enough or not connecting with the right people. You might not be seen as hungry enough, meaning you’re not going out and asking for work.

There was a firm based in Boston that had associates in New York. Every Monday, a partner in that practice area would email out a list of work for people to claim, usually around 7 or 8 a.m. New York time. Associates were expected to be ready at that time, with their computers on, to receive the work. I remember working with an associate whose peers would always get up early to secure the best assignments. However, he refused to do that because he didn’t want to start working until 10 a.m.

This associate was smart—he had attended Columbia Law School and was at a major law firm—but because he didn’t show the initiative to get up early and claim work, he lost his job very early in his career. He wanted to stay in New York, where he was from and had gone to law school, but after losing that job, no large law firm would interview him. I remember securing an interview for him with a large firm, but when the first partner saw his resume, they realized he was unemployed and immediately ended the interview.

This happened because he wasn’t hungry enough in seeking out work, and as a result, he lost access to it. As an associate—and even as a partner—you need to be very aggressive in doing whatever you can to secure work. You need to network with partners, find out who has the most work, ingratiate yourself with the right people, and do an excellent job on your assignments to get more work. If you’re not getting access to work, then you’re in trouble.

I’ve seen other associates get bad reputations for various reasons, leading to the same outcome. Partners, too, can experience this. They might do something wrong, and suddenly, the firm starts freezing them out. For example, I once saw a partner at a major law firm in New York City get pushed out because he was perceived to have drunk too much at a Christmas party and acted inappropriately towards another partner’s wife. His reputation was tarnished, and the firm began to push him out.

Reputations can be damaged for many reasons. I’ve seen associates lose their jobs over a single incident, like speaking to a reporter about a case without authorization. One associate at a top firm, Quinn Emanuel, lost his entire career in law firms very early on because of something like this. You can also do poor work for one influential partner, who then tells others not to give you work, leading to your being pushed out or even asked to leave.

There are countless reasons you might encounter problems at a firm, prompting you to start looking for a new job. These issues could range from difficulty understanding the assignments, logical errors in your work, to typos, or simply not being liked.

When you find yourself in such situations, it's time to consider moving to a new firm. The smartest people, when faced with these challenges, recognize that they are in a bad situation—one that could be fatal to their career if they stay. If the quality of your work isn’t up to par, or if you’ve gained a bad reputation, it’s time to look for new opportunities.

Today, I’m going to talk about many other types of reasons people move, and these are often more positive reasons. But I wanted to start by helping you understand why having access to work is so crucial, and the various things you could do wrong that could harm your career, whether early on or later.

Attorneys are often interested in moving for positive reasons as well. For instance, they might want to leave because they’ve heard great things about working at another firm. I remember being very happy at my first firm until a friend who worked at another firm, known for doing a lot of entertainment law, started telling me how exciting it was to work there. He was very persuasive, mainly because he stood to gain a significant commission—something like $20,000—if I joined his firm. He sold me on why I needed to make a move and why this other firm was a better choice.

I ended up interviewing at that firm, and it turned out to be one of the worst experiences of my life. I felt uncomfortable and didn’t like the people there, but my friend had planted the idea in my mind that I should leave. This led me to start taking calls from recruiters and considering other opportunities, even though I was happy where I was.

It’s easy to be influenced in the wrong way when looking for a job, and if you make a move for the wrong reasons, you could be making a significant mistake. You shouldn’t leave just for the sake of leaving—you need to have concrete reasons for making a move.

That’s what I’m going to talk about today—whether you should make a move, and if so, when you should make that move.

You might be interested in leaving your firm for a variety of reasons. The best reasons to consider leaving typically revolve around the quality of the work you're getting at your current firm. This includes how good the work is, how sophisticated it is, whether it matches what you're looking for, and if you can get better work at a new firm. Another crucial factor is professional growth—whether you can grow more in a new environment. Of course, firm culture is also key, and in my opinion, it’s one of the most important reasons for moving because people often underestimate how much firm culture varies. Law firms are like families; certain people fit in with certain cultures, while others do not. Lastly, personal choice is another valid reason, which I will also discuss.

Each of these points can be good reasons to make a move, and they are positive reasons. You want to move for positive reasons, not negative ones.

The first is the quality of the work. Different firms will offer different qualities of work, and you need to go to a place where you believe the quality and type of work match what you're seeking. I had an attorney years ago who had gone to Yale Law School and done exceptionally well. She was first in her class at a major university and had been working at Sullivan & Cromwell, which is an excellent firm.

She decided to move to another firm in Silicon Valley from New York. Sullivan & Cromwell didn’t have an office in Silicon Valley at the time, but she needed to be there for personal reasons. When she arrived, she found herself doing routine work that didn’t match what she was looking for—she wasn’t running deals or getting the responsibility she had at her previous firm. She became very unhappy, then moved to another firm, only to find herself in a similar situation. Eventually, she left the practice of law altogether. If she had stayed at Sullivan & Cromwell, she might have become a partner because she was doing very well there, but dissatisfaction with the quality of work led her to make a move that didn’t benefit her career.

Quality of work can mean different things. It includes the sophistication of the work the firm gives you. At some firms, you may be given challenging work for large clients, while at others, you might be working for smaller clients with less demanding projects. Smaller clients typically don’t have big budgets, so the work tends to be less in-depth, and as a result, the quality of the work may not be as high.

Let me explain a bit more about how the quality of work varies between firms of different sizes and prestige levels. When you work at the largest law firms, the clients typically have large budgets and are willing to spend significant amounts of money over long periods to get the work done. These firms, especially the largest ones, will delve deeply into issues and provide the best possible work. Attorneys at these firms often specialize in distinct practice areas, focusing on very specific tasks. For example, an environmental attorney at a large firm might only do environmental counseling, and in the largest firms, attorneys might even focus on just one section of a contract.

In contrast, when you work at smaller firms, you might find yourself handling a broader range of tasks for smaller clients. For example, at an insurance defense firm, you might be defending clients in slip-and-fall cases or auto accidents. Because insurance companies aren’t willing to pay much for these cases, the work isn’t as in-depth—you’re expected to get the work done as quickly as possible, which affects the kind of attorney you become. If the firm isn’t expecting high-quality work or doesn’t have the budget to support it, you may find yourself coasting through your career without learning how to do things the way they should be done.

It’s important to note that attorneys in large firms can be very confident—some might say arrogant—because they know they’re doing high-quality, in-depth work. When they come up against attorneys from smaller firms, they often believe their work is superior. In both transactions and litigation, large law firms tend to have an edge because they have the resources to research thoroughly, draft complex motions, and include details in contracts that attorneys from smaller firms might miss.

Generally, the larger the firm, the more likely you are to be doing the highest quality work. There are also boutiques and smaller firms that do very high-quality work, but it largely depends on the clients and how much they’re willing to invest in solving problems.

Another aspect of work quality that people don’t always consider is the location. The most important work is often done in the largest cities.

I was reading not too long ago about an attorney who was living in Texas, working on sophisticated corporate transactions. Texas has many top-tier firms, but all he talked about was how he kept flying to New York to work with attorneys at big firms there. He was looking for the highest quality work, so he moved to even bigger cities than those in Texas to get the work done. The perception was that the attorneys in New York were handling much higher quality work. Typically, the largest cities have the most sophisticated work because there’s a larger pool of attorneys to choose from, and people from the best law schools tend to flock there. As a result, you’re likely to get better quality work in larger cities.

However, law firms in smaller cities often work for smaller clients. Because of this, they may not expect the same level of quality in the work. Often, the attorneys in these firms do not have the same pedigrees as those from the largest law firms, and as a result, you won’t be working around the smartest people. The smartest people typically have different ways of looking at problems, which can significantly impact your development as an attorney.

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This concept is similar to the influence of the law school you attend. If you go to a major law school, you’re surrounded by very smart people. You’re not really paying to learn anything drastically different; you’re paying to be around people who will push you to rise to higher standards. These people will have ambitious goals in terms of where they want to work and how they want to practice law. For example, Yale graduates might be more inclined to work in public interest, government, or academia, while NYU and Columbia graduates might aim for big law firms. In contrast, graduates from lower-ranked law schools often find themselves working in smaller firms.

Your goal throughout your entire career should be to secure high-quality work. When considering smaller cities, many people might think they’d enjoy living and working there—whether it’s Honolulu, Charleston, or another market—but they often don’t realize that the clients in these smaller markets may not have the budget for high-quality work.

As a young attorney, it’s crucial to seek out higher quality work. For example, I had a candidate recently who was doing insurance work but wanted to transition to product liability, a practice area where clients typically have more money to spend, allowing for more sophisticated work. Successfully making that move gave him access to higher quality work. Partners also frequently move to secure higher quality work. I’m currently working with several partners who are at firms that don’t have the name recognition or prestige to attract top-tier clients, which holds them back from getting the caliber of clients and work they desire.

When you’re looking for a new firm, it’s essential to be careful about who you align yourself with. Are you casting your lot with a law firm that is likely to have the highest quality work, or are you choosing a firm that might be offering more money because they need to, even if the work isn’t as high quality? The sophistication of the work you do is incredibly important—it impacts your ability to become a good attorney, influences your income (since larger firms with wealthier clients can pay more), and shapes your entire career.

People often overlook the importance of work quality when searching for a job. A classic example is attorneys who move firms in search of better hours. They might join a smaller firm with more manageable hours, but the trade-off is often less sophisticated work. This can significantly affect the type of attorney they become because they won’t be solving problems or approaching their work in the same rigorous way they would at a larger firm. The quality of work you get is vital—the larger the clients, the more money they can pay, which in turn allows you to develop your skills and expertise.

If you’re at a firm and find the work sophisticated but not challenging enough or not aligned with what you want to do, that is one of the best reasons to consider moving. When I work with attorneys, there’s often a perception that they’re just looking for any job because they don’t like their current firm. However, it’s much easier to secure a position at a new firm when you can say, "I want more sophisticated work." If you’re doing good work but feel the firm doesn’t have the resources to dive deeply into problems, or if you want to specialize more, law firms love that. They respect attorneys who want to move to a firm where they can get better, more specialized work.

When law firms see that you’re seeking more sophisticated work during an interview, they respect that and are often eager to work with you. They appreciate attorneys who are motivated to improve and who want to move up in their careers. Moving up is always respected compared to other reasons for moving.

Some attorneys also move because they want more hands-on experience, which is another valid reason for making a change. Certain firms might isolate you from client interaction, which can hold you back. Not having direct contact with clients can limit your growth. Attorneys may want opportunities to go to court, work on important motions, or handle more significant transactions. If your current firm doesn’t offer these opportunities and you believe they would benefit your career, that’s a good reason to consider moving.

Another common reason for moving is a slowdown in your practice area, where there isn’t enough work or the work available isn’t of the quality you desire. Work quality is a significant issue, and moving for better work is often viewed positively by prospective employers. They want to hire attorneys who appreciate and seek out sophisticated work, and they believe you’ll thrive in an environment where such work is available.

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So the next key reason for considering a move is professional growth.

Professional growth means being in an environment where you're surrounded by people who are committed to helping you develop as an attorney. Sometimes you’ll find yourself at a law firm where you’re just a cog in the wheel—someone hired simply to get work done without any real focus on growing you as an attorney. In such firms, you might not receive the mentorship or guidance needed to truly develop your skills. There may be no mentorship, no constructive feedback, and no effort to help you evolve professionally.

For example, there’s a firm in Los Angeles that I admire because they actively encourage their attorneys to develop business as soon as possible. They teach them the procedures they need to follow, how to meet potential clients, and how to establish those critical relationships. This approach is invaluable for professional growth because it equips attorneys with the tools they need to succeed independently.

This emphasis on mentorship and growth is also why many litigators seek clerkships with judges. In a judicial clerkship, you might be in a small chamber with one other clerk, or sometimes the only clerk, which provides a unique opportunity to receive extensive input and feedback on your work. This close relationship with a judge, where you discuss cases, review writings, and receive direct mentorship, can significantly improve your abilities as a litigator. That’s why law firms often prefer to hire former clerks—they have already received that level of detailed, hands-on guidance that makes them much more proficient in the mechanics of litigation.

When evaluating your current firm, it’s crucial to consider whether you’re receiving adequate feedback. Is the firm meeting with you and giving you regular reviews? Are you having both formal and informal discussions with partners about what you can do to improve? Are there people within the firm who are willing to offer you advice, even outside of formal review systems? This kind of input is essential for your professional development.

Moreover, it’s important to assess whether you’re in a firm where information is shared freely. Are you being told about your advancement potential, and are you given guidance on the steps you need to take to move forward? Unfortunately, not all firms offer this level of transparency. You might find yourself in a firm where there’s a clear separation between partners and associates—where partners don’t socialize with or work closely with associates. In such environments, you might miss out on valuable insights into the firm’s culture, who to know, who to avoid, and how to handle difficult clients.

In contrast, there are firms where partners are genuinely friends with associates and freely share insider information, like who has work available or tips on how to succeed within the firm. This kind of support is crucial for your professional growth, and it’s something you need to consider when evaluating whether to stay at your current firm or move to another.

This need for professional growth and mentorship isn’t just limited to associates—it’s equally important for partners. Partners might switch firms because they want to work in an environment where they can collaborate closely with other partners, receive business referrals, and benefit from a supportive network. On the other hand, some firms have a culture where partners are siloed and don’t communicate with each other, which can be frustrating and isolating.

At any stage of your career, it’s vital to understand what kind of feedback and support you’re getting. Are the people around you invested in making you a better attorney? Are you receiving the information you need to navigate the firm’s culture effectively? If the answer is no, it might be time to consider whether there’s another firm where your professional growth would be better supported.

Another strong reason for moving to a new firm can be the feeling of isolation, a lack of advancement potential, or general unhappiness in your current environment. You might feel that partners don’t view you as a peer, but rather treat you in a way that feels distant or dismissive. Understanding the opportunities for growth in new firms and how they will enable you to grow as an attorney is crucial.

Professional growth often means that as you start with more routine work, you gradually advance to more sophisticated tasks as you prove your capabilities. This continuous growth is essential, and you should be in an environment where senior attorneys are giving you the feedback you need to improve.

I recently encountered a situation with a real estate attorney who was one of four associates in his department. Despite working at a reputable firm and being a smart attorney—he had gone to the University of Michigan Law School—he was not receiving the necessary feedback or encouragement. About six months into his tenure, the partners sat him down and told him he didn’t seem to have the same drive as the others. They felt he wasn’t pushing himself enough to rise within the firm and didn’t seem engaged.

I worked with him for a couple of months and eventually secured him an offer at another good firm with plenty of work. However, he hesitated to accept it. When I asked what was holding him back, he reflected on the feedback he had received. He realized that he wasn’t truly passionate about the work. That realization led him to leave the real estate practice altogether and instead join a friend’s litigation firm. Sometimes, feedback helps you understand that you’re not in the right place, and it can guide you toward a different path that might be more fulfilling.

Another critical aspect of professional growth is finding a mentor. A mentor can guide you through the challenges of your career, providing advice, support, and valuable insights. Without a mentor, you may find yourself adrift, with no one to guide you or advocate for you when needed.

For instance, I was recently working with a Harvard Law School graduate who had been on the Harvard Law Review. After graduation, he landed a prestigious job at a top firm and had been there for eight years, diligently doing the work assigned to him. But when it came time to make partner, he didn’t have anyone to champion his cause. Without a mentor to stand up for him and argue his case for partnership, he found himself overlooked and eventually left to start his own practice, despite being a senior associate.

Mentors are incredibly important. At any firm you join, finding a mentor should be a priority. Ideally, during interviews, you should try to identify someone you believe you can connect with—someone who will help you advance in your career. A mentor is not just a nice-to-have; it’s an absolute necessity.

There are different types of mentors, and it’s important to choose the right one. Some attorneys may form mentor relationships with income partners who don’t have much business or with partners who are negative about the firm. The best mentors, however, are those who have a lot of business and are well-respected within the firm. These mentors can give you substantial work, and their influence can go a long way in helping you advance. When it comes time for partnership decisions, the firm will likely defer to these influential partners because they don’t want to risk losing their business.

It’s essential to find a mentor who can provide you with plenty of work and guide you through your career. This approach applies not just to associates but to partners as well. Partners often have mentors who provide them with work, and when these partners advocate for you, the firm is more inclined to listen because of the mentor’s significance within the firm.

Throughout your career, being proactive about securing good mentors is crucial. I have numerous stories of attorneys who have thrived because they had the right mentors guiding them.

I was on a plane not too long ago, sitting next to a partner from one of the top three or four most prestigious firms in Los Angeles. He shared an interesting story about how he started his career working almost exclusively with one partner who had a very substantial book of business—around $10 or $20 million. By sheer luck, he ended up in an office right next to this partner, and they began working closely together. Over the course of seven or eight years, this partner became his mentor, giving him a significant amount of work.

As the partner neared retirement, he essentially passed down all his business to this associate. The associate never had to develop business on his own because his mentor ensured he was well-positioned for success. When the partner retired, the associate inherited the book of business and was set for a highly successful career without the usual struggle of building a client base from scratch. This was all thanks to having a great mentor.

I've seen many other instances where partners at large firms work closely with a senior partner who has a lot of business. These partners may never need to develop their own business because their mentor keeps them busy and supports their career advancement. The mentor’s influence is so strong that the firm feels compelled to make the associate a partner to retain the business. This underscores how crucial it is to develop good mentor relationships throughout your career.

However, if you find yourself at a firm where you don't have a mentor—or where the partners don’t seem interested in mentoring you—it’s important to recognize that this could limit your growth. In such situations, the partners might not invest in mentoring because they don’t see you as a long-term fit for the firm, or perhaps they treat most associates the same way. Finding a mentor can truly change the trajectory of your career and life. If you’re interviewing with a new firm and someone stands out as a potential mentor, that could be a very compelling reason to make the move.

Another reason attorneys consider moving is the desire for more client contact. Some attorneys find themselves stuck in a position where they’re doing the same type of work over and over without any interaction with clients. This lack of client contact can lead to dissatisfaction, as many attorneys believe that without it, their careers will stagnate.

If you’re in a position where you’re not getting much client contact, it’s important to assess whether this will change in the future. Often, law firms hold back client contact until they’re confident in your abilities—they want to ensure you’re fully prepared before allowing you to interact with clients. So, not getting client contact now doesn’t necessarily mean you won’t get it later; it just means the firm might be waiting until you’re ready.

However, if client contact is something you’re truly striving for, you may consider moving to a smaller firm where billing rates aren’t as high, and the firm can afford to give you more direct client involvement. This is particularly true for litigators who want to go to court or handle trials. But be aware that moving to a smaller firm might also mean less sophisticated work, so you’ll need to weigh the pros and cons carefully.

Another key reason for professional growth-related moves is when partner prospects at your firm are limited. In large firms, there might be 30 people up for partner each year, and only one or two will be made partner. If you’re not on the path to becoming one of those few, it might be time to consider moving to a firm where the chances of making partner are more realistic.

For example, I once worked with a woman who was at Akin Gump, a good firm, but realized that her chances of making partner there were slim. We embarked on a search where she made it clear to potential employers that she was seeking a partner role, not just a senior associate position. Despite the odds, she succeeded in landing a partner position at another major law firm, which was just as prestigious as her previous firm. Her move wasn’t driven by a lack of work but by the desire to advance her career and achieve partnership.

When you’re aiming for partnership, it’s essential to understand the dynamics within your firm. You need to consider whether you’re in a position where you can realistically make partner. Are there people at the firm who have more work, better contacts, or stronger relationships with the decision-makers? If the answer is yes, and your prospects seem dim, it might be wise to move to a firm where your chances of making partner are better.

Branch offices of large law firms can be particularly tricky when it comes to partnership prospects. Many national firms have branch offices across the country, but the real power often resides in the main office, where the decision-makers are located. If you’re working in a branch office, your chances of making partner might be limited, especially if that office is more of a cost center than a profit center. In such cases, it might be better to move to a firm where your path to partnership is clearer.

If you find yourself in a situation where your partnership prospects are limited, it’s often a good idea to consider leaving the firm. Staying at a firm where you’re unlikely to make partner can be frustrating and may ultimately hinder your career progression.

There's a firm in Los Angeles, which is actually the Los Angeles office of a large New York law firm. It does work for a few very large clients based in Los Angeles, but all the key relationships are managed out of New York. In this office, you often have partners from the New York office overseeing things, and they hire senior associates and other staff to support them. However, the prospects of making partner in this office are almost non-existent. In the 30 years that this firm has had a Los Angeles office, they’ve never made a partner there. Understanding how people make partner at a firm and what your odds are is crucial.

I’ve worked with several attorneys from Cravath, which is an incredibly prestigious firm, but it’s also one of those firms where making partner is almost impossible. There just aren’t enough seats, and the standards for partnership are extremely high. If you find yourself in such a situation, it’s wise to consider taking your skills to a place where you have a realistic chance of making partner.

Many people don’t fully understand why becoming a partner is so important. They might think it’s just about the increased income, sharing in the profits of the firm, or having more prestige. While these things can be true, the reality is that making partner often opens doors that remain closed to associates. Clients are generally more inclined to hire someone with the title of partner rather than an associate. That title gives you credibility and the ability to attract your own clients.

This is why many large law firms will make you an income partner—putting you on a salary without equity—initially. Once you have that partner title, the expectation is that you’ll start developing your own book of business. If you don’t succeed in bringing in enough work within a few years, you might lose your job. This scenario is very common, and it’s something to be mindful of as you navigate your career.

Another critical factor to consider when thinking about a move is firm culture. Firm culture is incredibly important, and it’s something you can often sense immediately when you walk into a law firm. You get a feel for how the people interact, the overall atmosphere, and whether you’d be comfortable working there.

I remember interviewing at the first firm I worked at, and during my second or third interview, I met with a couple of associates who were chewing tobacco—something I hadn’t expected to see in a professional setting. But for me, at that time, it made me feel at ease because it was something I could relate to from my past. In another interview, people were talking about going out to clubs and having a good time, which also resonated with me. I knew then that this firm had a culture I could fit into, which was a significant factor in my decision to join.

Culture varies widely from one firm to another. Some firms are very rigid and have lots of rules, which suits certain people. Others have a more relaxed atmosphere, which might be a better fit for someone else. The culture of the firm you join will significantly impact your success there. When you click with the culture, you build better relationships, feel more comfortable, and are more likely to succeed.

Being comfortable in a firm means that you’re at ease with the people you work with, you understand how they think, and you align with the firm’s values and practices. Every law firm has its own unique culture, and finding one that fits you is essential to your happiness and success.

Some firms have a culture where there’s an abundance of work, and everyone is excited and motivated because they’re doing great work for their clients. In these environments, people tend to be happier and more engaged. On the other hand, in firms where work is scarce, partners might hoard work, leading to a more competitive and less collaborative atmosphere.

Understanding a firm’s culture is crucial because it will dictate your daily experience and long-term satisfaction. You might find yourself having to take phone calls at all hours or dealing with pressures that don’t align with your personal preferences. Since you’ll be spending a significant portion of your life at work, it’s vital to choose a firm where you feel comfortable and where the culture matches your values and work style.

The importance of finding the right culture cannot be overstated. It’s something that can make or break your career satisfaction and should be a major factor in your decision-making process when considering a move or joining a new firm.

There’s an article that I wrote that you can find on BCG titled Firm Culture Matters Most. It was one of the first articles I ever wrote, and it goes into a lot of detail about the importance of firm culture. Being around people you’re comfortable with, people you like, and people who put you at ease is extremely important.

There are many reasons why a firm's culture might not be a good fit for you. One of the most common issues is personality conflicts. Sometimes, you simply don’t click with the people around you. It doesn’t mean there’s anything wrong with you—it just means that the firm might not be the right environment for you.

Personality conflicts can manifest in various ways. For example, I remember an experience at the second law firm I worked at. Everyone was expected to wear a suit and tie, and one day, a partner with the most business in the firm wanted to take me out to lunch. When he approached me, he looked down at my shoes and noticed they weren’t polished. I could tell he was upset by this, and I realized that this was not a culture where I would feel comfortable, given the emphasis on appearances down to the smallest detail.

These personality conflicts and different ways of being perceived are crucial. Just like in any social setting—whether it’s among friends, on a date, or in a professional environment—sometimes things just don’t click, and that’s okay. But in a professional setting, it can lead to you feeling out of place or even receiving bad reviews, despite your best efforts.

Culture also plays a significant role in how inclusive a firm is. Some firms might not be diverse enough in terms of race, religion, or other backgrounds, making it difficult for someone to feel like they belong. For example, I once worked with a woman who was at a large law firm in Philadelphia. She received an offer from a firm in a smaller town in Greensboro, South Carolina, where they needed someone with her expertise. After moving there, she quickly realized that the firm’s culture was not a good fit for her.

The partners had all gone to the same few high schools, their wives were friends, and they all attended the same churches. She felt like an outsider, not just in the firm but in the community as well. She found it hard to meet people and build a network, which is crucial for success in a smaller legal market.

Diversity is more than just a buzzword—it’s about feeling comfortable and finding people with whom you can connect. Whether you’re gay, from a different race, or of a different religion, you need to be in an environment where you feel included and valued. Unfortunately, some firms claim to value diversity but fail to create an environment where diverse individuals feel welcome.

When I wrote a book on diversity, I realized that one of the biggest challenges with diversity in law firms is that people from certain backgrounds might struggle to fit into the existing culture. It’s not just about being present in the firm; it’s about feeling like you belong. If you don’t find people with whom you can relate, it’s easy to feel isolated and uncomfortable, leading to a higher likelihood of leaving the firm.

Diversity means having colleagues with similar backgrounds and experiences that you can relate to, work with, and feel comfortable around. If you don’t have that, your time at the firm may be more challenging. It’s crucial to seek out a firm where you can see yourself fitting in and where you’ll be supported by a diverse and inclusive culture.

I once interviewed with a firm when I first came out to Los Angeles from Michigan. It was a branch office of a major firm, with about eight associates and three partners. Interestingly, at least four of the associates I interviewed with were gay. This was significant because, if someone were gay and wanted to work there, they would likely feel much more comfortable in that environment. This was years ago, before diversity was as emphasized as it is today, but it underscored how important it is to find a place where you feel comfortable and accepted.

Similarly, if people from your racial or ethnic background tend to join a firm but then leave soon after, that’s a red flag. It might indicate that the firm isn’t integrating diverse employees into its culture effectively, or that there’s something about the environment that doesn’t support their success. This is all very important to consider when evaluating a firm’s culture.

Sometimes, the culture of a firm can be too extreme in terms of the demands it places on its attorneys. Some firms have such high expectations for billable hours that it becomes almost abusive. There are major firms around the country where, if you work all night, they provide you with a clean shirt in the morning so you can go straight back to work without going home. This kind of environment is not conducive to long-term health and well-being.

If you find yourself in a firm that demands an unreasonable amount of hours, you might need to consider reducing your billable hours. There’s absolutely nothing wrong with wanting to have a more balanced life. You can’t be expected to work yourself to the point of exhaustion indefinitely. The toll that such a demanding environment takes on your health and overall quality of life can be significant.

I’ve seen people join law firms where the demands on their time and energy prevent them from exercising, relaxing, or even taking care of basic personal needs. After a few years, this lifestyle can have severe consequences. I remember early in my career, I was so busy that I didn’t have time to get a haircut for three or four months. Others in similarly demanding firms often gain weight, develop skin issues from poor diet and stress, and see their personal relationships deteriorate.

Decreasing your billable hours is not just about improving your health—it’s also about giving yourself the time to build your career in other ways. High billable hours can be dangerous because they prevent you from networking, developing new clients, and doing the things necessary to advance your career. If you’re constantly billing, there’s little time for anything else, which is a bad situation to be in. If you find yourself in a firm where the culture revolves around excessively high billable hours, it might be time to consider moving on.

Sometimes, it’s not just the hours but the firm’s overall philosophy that might not align with your values or approach. I recently spoke with a very successful partner with a large book of business who had moved from a large New York law firm to a smaller Midwestern firm with an office in Los Angeles. One of the reasons for his move was that the New York firm would charge $800,000 to $900,000 for a transaction that he could complete for $300,000 at his new firm. The New York firm’s philosophy was to work up matters as much as possible, whereas the smaller firm had a more client-friendly approach that he preferred.

Different firms have different philosophies—some may prioritize maximizing revenue from clients, while others focus on providing cost-effective solutions. The way a firm views its clients and handles matters can make a huge difference in your experience and satisfaction. If the firm’s philosophy doesn’t align with yours, it might not be the right place for you.

I can’t stress enough how important it is to find a firm culture that suits you. Whether it’s about finding a place where you feel comfortable as an individual, avoiding burnout from excessive demands, or aligning with a firm’s philosophy on client service, culture plays a critical role in your long-term happiness and success in your career.

Years ago, I knew someone personally who had a difficult experience with firm culture and work expectations. He was working at a big firm in the Bay Area but was unhappy because he wanted to do white-collar work, which the firm didn’t have much of. They had promised him during the hiring process that if they got any white-collar work, they would give it to him. However, once he started, they assigned him mostly litigation work. He refused to do the litigation work, insisting that he had been hired to do white-collar work. Unsurprisingly, the firm didn’t appreciate his stance, and they let him go.

After losing his job, he began interviewing with other firms. He eventually found a firm in San Francisco that had a lot of the white-collar work he was interested in. Additionally, this firm’s culture aligned perfectly with his personal beliefs—he was a member of the Federalist Society and a Republican, and this was one of the few firms in San Francisco where most of the attorneys shared his political views. San Francisco, being a predominantly liberal city, made this firm stand out as an unusual fit for someone with his background.

At the same time, he also received an offer from a major law firm in New York City that offered a much higher salary—about 30% more than the offer from the firm in San Francisco. Despite the clear cultural fit and more manageable hours at the San Francisco firm, he decided to take the higher-paying job in New York.

When he arrived in New York, he found himself working seven days a week. After two years, he was completely burned out and decided to quit. He became so disillusioned with the practice of law that he ended up working as a contract attorney and later started a small firm with a friend. However, this small firm didn’t generate enough work to keep him busy, so he continued doing contract work on the side. This is a case where choosing the wrong culture for the sake of a higher salary led to a career that fell far short of its potential.

I had another situation where I was working with a woman who had graduated from UC Berkeley and joined a well-regarded firm in San Francisco right out of law school. She was diligent and competent in her work, but she was also a bit formal and straightforward, which didn’t mesh well with the firm’s more laid-back culture. One day, the partners walked into her office and told her that it just wasn’t a good fit. They gave her six weeks to find a new job, but the decision had nothing to do with the quality of her work—it was entirely about her not fitting in with the firm’s culture and way of thinking.

These stories highlight how critical it is to find a firm where you fit in culturally. You might be uncomfortable at a firm if, for example, it prioritizes billing clients as much as possible and you see more efficient ways to handle the work. Such differences in values can significantly impact your success and satisfaction at a firm.

Another important reason for considering a move is personal reasons, particularly related to compensation. Pay can be a significant factor in deciding whether to stay at a firm or move to another. Some firms simply don’t have the resources to pay what you’re worth, especially if you’re just starting out. You might find yourself at a firm that, while a good fit initially, doesn’t offer the financial compensation that other firms might. As you gain experience, you may realize that you can earn much more elsewhere, prompting you to consider a move.

Years ago, I worked with a woman who was at a big law firm in Washington, DC, earning $300,000 a year. However, she had a book of business worth $3 million, and she was somewhat oblivious to the significance of that. One day, she applied at BCG, and when I spoke with her, I was astonished. I told her it was crazy that they were only paying her that amount when she could likely be making closer to a million dollars a year. She couldn’t believe it either. She was working as an associate in data privacy, a practice area that was booming at the time. Realizing how underpaid she was, she decided to start looking at other firms.

Location is another crucial factor when considering a move. For instance, in Los Angeles, there are several distinct areas where law firms are located—downtown Los Angeles, Century City, and the west side. If you live in an area like Pasadena, and you get a job in Century City, your commute could easily be 90 minutes each way, or even longer, which can be unbearable over time. In such cases, it might make more sense to look for a job closer to where you live.

Sometimes, location isn’t just about the commute. It might be that the firm is in an area where you’re not comfortable living, or perhaps you want to move back to your hometown to be closer to family. Moving for location-related reasons is very common and often a smart decision. Law firms are generally more receptive to applicants who are moving to a place where they have strong ties, such as family or roots in the community. Firms tend to view these candidates as more likely to stay long-term, and they don’t usually suspect that the move is related to performance issues or other negative reasons.

Increasing compensation is another important reason to consider a move. Often, when you become an expert in a particular subject matter, you can command a higher salary at a different firm. Right out of law school, you might take the best job you can get, even if it doesn’t pay as much as you’d like. But as you gain experience and develop expertise, you might find that other firms are willing to pay significantly more for your skills.

Sometimes, people want to move to larger markets where there’s better compensation. I remember working with two candidates who were at the same firm in Detroit, Honigman Miller. One wanted to move to New York, and the other to Chicago. Both were seeking larger markets with higher pay, which was a very valid reason for their moves.

Changing practice areas is another reason some attorneys consider moving, although it can be quite challenging. For instance, moving from corporate law to litigation, or vice versa, is difficult because these areas require very different skill sets. While it’s possible to change practice areas, it often requires moving to a firm that is open to helping you make that transition. Some people find that they hate the practice area they started in and would be much happier doing something else, like moving from corporate work to a more writing-focused role.

Satellite offices, as I mentioned earlier, can be risky, especially if there’s little opportunity for advancement. If the satellite office relies heavily on the main office for work and there’s no clear path to partnership, that could be a strong reason to consider moving.

Sometimes, you might just feel like things aren’t working out—you’re not succeeding, you’re not getting the type of work you want, or the culture isn’t a good fit. All of these factors—quality of work, professional growth, and personal choices—are incredibly important for your career. Unfortunately, many people don’t fully realize how critical these factors are until it’s too late.

People often stay in situations where they’re not happy or not growing because they don’t understand the importance of these elements in their career. If you feel like you could do better, these are all very valid reasons to move on to a new opportunity.

I’ve seen many attorneys start their careers at firms that weren’t their first choice—maybe because they had bad grades in law school, didn’t attend a top law school, or didn’t secure a summer associate position. They took the job they could get and worked hard, immersing themselves in their practice area and doing everything they could to become good attorneys. Over time, they began to realize they could do better, and they started making moves to firms that offered better opportunities, better pay, and better work environments. Each move improved their careers significantly, demonstrating how crucial it is to be in the right environment.

Being in the right culture is essential. A place where you can grow professionally, receive quality work, and thrive is vital to your success. You’re smart for being on this webinar because it shows you’re looking for ways to perform at your best and use the resources available to you.

It’s important to recognize that when a law firm wants you to leave, they might start giving you harsh or unfair reviews, regardless of how well you’re actually performing. Early in your career, you should expect to receive difficult feedback as you learn how to be an attorney. However, this feedback should come with some encouragement or constructive advice on how to improve. If all you’re getting is negativity with no guidance on how to get better, that’s a sign that the firm might not be the right place for you.

In some cases, firms might not give you any reviews at all, or they might only review other attorneys and not you. This could be a tactic to push you out. If you find yourself in a situation where you’re not getting the feedback or support you need, it’s important to consider whether it’s time to move on.

You have to think about what makes you happy in your career. If you’re in a place where you’re unhappy, it’s crucial to figure out why and what you can do to find a better environment. There’s no reason for an attorney to stay in a firm where they’re unhappy. You need to find a place where you’re content with the work, see opportunities for growth, and feel valued.

Sometimes, attorneys who are unhappy at a firm might think they’re unhappy with the practice of law altogether. However, it often comes down to the firm’s environment. Switching to a firm where you’re happier can make a world of difference in your satisfaction and career trajectory.

The importance of having a mentor cannot be overstated. If you don’t have a mentor, you miss out on critical information that could help you succeed. A mentor can provide guidance, help you think differently about your work, and offer support when things aren’t going well. If you have a mentor and suddenly that relationship turns cold, that’s usually a sign that something is going wrong. It’s important for young associates to try to get close to mid-level and senior associates who can offer feedback and guidance, especially if they don’t have a formal mentor.

Understanding your reviews and feedback is crucial to knowing where you stand in your career. Young attorneys or those moving to different firms may not fully grasp what they’re doing, and their work might be heavily criticized. When moving to a better firm, you need to rise to the level of quality that the new firm requires.

There are also critical times when it’s appropriate to consider moving. For instance, when you start at your first firm, you typically can’t move after just six months—even after a year, it can be a bit suspect. Moving too early in your career might make you less marketable because it takes time to develop the skills needed to succeed in your practice area. It generally takes about five years to become an expert, but after two years, you’ve gained enough experience to be marketable, and firms will see you as someone who can contribute without needing extensive training.

When I go into the BCG database and review candidates, I often come across a lot of first-year associates looking for jobs. Generally, I have to reject them—not because there’s anything wrong with their background, but simply because they don’t have enough experience. Law firms, especially through recruiters, aren’t likely to hire them because they haven’t yet developed the expertise that makes them valuable.

However, once you reach your second year, you enter a period where you become very marketable. Law firms start to look at you favorably from your second year through your sixth year of practice. During this time, you’ve gained enough experience to be productive with minimal supervision, but you’re still early enough in your career that firms don’t have to worry about you being close to partnership decisions.

By the time you complete your sixth year, you’ll have a solid understanding of your practice area, and you’ll be highly marketable because you know what you’re doing. You’re in that sweet spot where firms can work you hard, assign you significant responsibilities, and feel confident that you’ll deliver quality work without the firm needing to invest heavily in training you.

After your second year, law firms will hire you when they have work that aligns with your expertise. This is crucial to understand because expertise in your practice area makes you highly valuable. For instance, let’s say 100 associates graduate from your law school in a given year, but only five of them enter your specific practice area. After two or three years, maybe only three of those associates are still practicing in that area. As a result, there are very few people like you in the market, which makes you much more marketable to firms that need someone with your specific skill set.

The reason you become so marketable is that not everyone becomes an expert in their practice area. Law firms want to hire people who can hit the ground running—someone who doesn’t need extensive training and can start contributing immediately. This is where second- and third-year associates shine. As you move into your fourth and fifth years, you become even more valuable, but by the sixth year, while still marketable, the dynamics begin to shift.

After your sixth year, it becomes more challenging to move because the market is often flooded with senior associates. These associates have higher billing rates, are closer to partnership considerations, and may not work as hard as they did earlier in their careers because they’re focused on the partnership track. Additionally, firms might already have associates who started with them as summer associates and have been there for several years. Bringing in an outside senior associate at this stage can create tension and disrupt the internal dynamics.

Think about it from the firm’s perspective: if they have ten associates who started as summer associates and have been with the firm for six or seven years, bringing in another seventh-year associate from outside could be demoralizing for those who have shown loyalty and worked hard. It might create a sense of competition or even resentment among the existing associates.

That’s why it’s so important to understand the timing of your moves. Your most marketable period is between your second and sixth years. During this time, you have the opportunity to move to better firms, negotiate higher pay, or find firms with more opportunities for advancement. Each move during this period should be calculated to place you in an environment where you have the best chance of becoming a partner or achieving your career goals.

Understanding that there’s a limited window when you can make these strategic moves is crucial. Once you pass the sixth-year mark, your options become more limited, and it becomes harder to make significant career advancements by switching firms.

Partners will often move when they’re at a firm that doesn’t pay them enough, when they don’t get along with other partners, or for a variety of other reasons. Partners have a different set of concerns than associates, but the principle remains the same: finding the right fit is crucial. For associates, particularly between the second and sixth years, this is the time to really dig in and start looking for the best positions that align with your career goals.

However, even for first-year associates or those who are more senior, there can be exceptions based on experience in specific practice areas. For example, real estate attorneys might find themselves in high demand when the real estate market is booming, regardless of their class year. The same can be true for attorneys in specialized fields like healthcare, municipal law, or education law. When there aren’t enough attorneys with experience in these areas, firms are often willing to overlook the traditional class year requirements to fill these roles.

This is something I focus on daily—finding opportunities for senior associates and figuring out how to place them effectively. As you become more senior, you may have to make tough decisions about whether to stay in a major market like Chicago, where competition is fierce and jobs are limited, or to consider moving to a smaller market. Moving to a different geographic area can be an excellent strategy for senior associates, especially if the new market has a shortage of attorneys with your particular expertise.

Geographic changes can be highly beneficial for senior associates who might otherwise struggle to find positions in saturated markets. Firms in smaller or less competitive markets may be more willing to overlook seniority if there’s a strong need for your skill set. The desperation of a firm to fill a position and the quality of your education—especially if you attended a top law school like Stanford or Yale—can also play a significant role in your marketability, even as a first-year associate.

But as I mentioned earlier, senior associates face unique challenges, particularly regarding salary expectations. As you gain experience, your expected salary increases, which can create obstacles when looking for a new position. Firms may balk at the higher salary demands, especially if they’re not confident they can generate enough work to justify the expense.

For partners, the financial considerations become even more critical. The decision to bring on a partner or allow a partner to move within the firm must make financial sense. Firms will evaluate the potential business you can bring in, the expenses associated with your compensation, and the overall financial impact on the firm. All these factors are crucial when partners consider making a move, and I work with many partners who navigate these complex decisions.

There are essentially two main reasons why partners decide to move. First, they may feel they’re not being compensated fairly by their current firm. The firm might be withholding a significant portion of the income they generate or promising higher pay in the future that never materializes. Second, the firm’s client base might not be as strong as they would like, which can hinder their ability to bring in and retain clients. This is particularly important when the name or reputation of the firm isn’t strong enough to support the level of business they’re aiming to develop.

When considering a move, another critical factor is how long it’s been since your last move. Frequent moves can send a negative message to potential employers. If a law firm sees that you’ve moved every year or two, they may assume you’re likely to move again soon. This can be a red flag, as it suggests there might be underlying issues—perhaps you didn’t get along with colleagues, weren’t satisfied with the work, or simply weren’t performing well. Consistent movement from one firm to another raises concerns about your stability and long-term commitment.

Law firms are often hesitant to hire someone who has moved frequently because they want to invest in attorneys who are likely to stay and grow with the firm. If they suspect you’re prone to moving, they may be reluctant to hire you. From a business standpoint, law firms incur significant costs when an associate leaves. They lose the work that associate was handling, which can immediately impact revenue. Additionally, the process of finding a replacement—soliciting resumes, conducting interviews, and onboarding a new associate—requires a considerable time investment from partners and other staff. This is not only costly but also disrupts the workflow and productivity of the firm.

Think of it from the firm’s perspective: Would you want to hire someone who might cost you a lot of money to replace in a year or two, or would you prefer someone who has a track record of staying with their previous employers for a significant period? The longer you stay at a firm, the more it signals that you’re likely to stay at the next one. It also suggests that you’re loyal, do good work, and get along well with others—qualities that are highly valued by employers.

A general rule of thumb is that you shouldn’t move more than three times in a six-year period. Moving too frequently can severely limit your marketability. Often, people move for trivial reasons—perhaps because they see others moving and feel they should do the same, or because they’re upset about how their work is being criticized. However, these are not strong reasons to make a move, and they can damage your professional reputation.

When you do decide to move, it should be for a compelling reason, such as moving to a larger firm, relocating to a different city, or seeking more sophisticated work. It’s also crucial to thoroughly assess the culture of any potential new firm to ensure it’s a good fit. Once you make a move, it’s important to stay at the new firm for at least 18 months, and preferably two years, to demonstrate stability and commitment. If you can show that you’ve stayed at a firm for at least two years, it suggests that you’re doing well and that your work is appreciated.

I strongly advise against moving more than once every 18 months. The more you move, the less marketable you become. It’s essential to carefully consider each move and make sure it aligns with your long-term career goals.

Another key consideration when someone is moving is understanding why they are looking to make the change. Law firms are always asking, "Why is this person looking to move?" It’s crucial to have a compelling and logical reason that makes sense to the potential new firm. If the reason doesn’t hold up or seems suspect, it can seriously hinder your chances of being hired. Law firms are wary of hiring someone who seems to be hopping from one firm to another without a clear, justifiable reason.

Timing is another important factor when considering a move. Typically, the best time to leave a firm is between January and June. After June, firms are often less focused on hiring because they are managing their existing associates and workloads, and the recruiting personnel may not have as much bandwidth to focus on bringing in new hires.

A lot of movement happens after January because many associates receive their bonuses at the end of the year and then decide to move firms. They wait for that bonus before making a change, which is why you often see an uptick in lateral hiring early in the year.

It’s also important to understand that law firms operate on different budget cycles. Most firms have a calendar year that starts in January, which means they set new budgets for hiring at that time. However, some firms might start their fiscal year in October, so their hiring needs and financial flexibility might be different. Being aware of these cycles can help you time your move more strategically.

Interestingly, November and December can be good months to apply for jobs, despite being slower times for hiring overall. During these months, fewer people are looking for jobs, which means your application might stand out more. There’s less competition, so firms might be more likely to notice and consider you for a position during this quieter time.

Summer, on the other hand, is usually much slower for lateral hiring. Law firms are often focused on their summer associate programs, and partners are busy with the integration of these temporary hires. As a result, they may not have the time or resources to focus on lateral hiring during these months. September sees some hiring activity, but with the influx of first-year associates starting their careers, the focus might not be as strong on bringing in lateral hires at that time.

If you’re not expecting a significant bonus, moving between October and December can also be a strategic time. While these months can be slower, being one of the few applicants during this period can give you a better chance of standing out and securing a position.

For those with three to six years of experience, this is typically the easiest time to make a move. You have enough experience to be valuable, but you’re not yet so senior that firms worry about your salary demands or your potential fit within their partnership track. Partners with portable business are always marketable, so if you’re a partner—or aspiring to become one—focusing on developing your book of business is crucial. Firms are always interested in partners who can bring in revenue, and such partners have much more flexibility to move between firms.

My job as a recruiter is to help create compelling cases for why someone should move and make them palatable to law firms. You can certainly navigate this process on your own, but it’s important to be strategic about it. Understanding these dynamics can make a significant difference in your career trajectory.

QUESTIONS:

Question: I missed the beginning of the webinar. I was wondering about average salaries at different levels and practicing different types of law.

Answer: This is a good question. Typically, the way salaries are determined depends on a few factors, including the size of the clients your firm represents and the market in which you’re practicing. Here’s a breakdown:

Large Clients vs. Smaller Clients:
- Firms that work with large clients usually have more financial resources because these clients can write big checks. This allows the firm to pay associates and other staff higher salaries.
- In contrast, firms with smaller clients, who may not have as much money, generally offer lower salaries because there’s less money coming into the firm.
Large Markets vs. Smaller Markets:
- In larger markets (e.g., New York, Los Angeles), the most significant work and largest clients are typically concentrated, leading to higher salaries.
- Smaller markets, on the other hand, tend to have smaller clients, which means the firms in these areas may not have the same financial capacity to offer high salaries.

Question: How does the size of a law firm affect compensation and opportunities for advancement?

Answer: The size of a law firm can significantly impact both your compensation and your career trajectory. Here’s how:

Compensation:
- Large Law Firms: Generally, large law firms (often referred to as "BigLaw") offer higher salaries. This is because they typically work with large corporate clients who can afford to pay substantial legal fees.
- Small to Mid-Sized Firms: These firms may offer lower starting salaries, but sometimes the gap narrows as you gain more experience and move up within the firm. They may not have the same level of financial resources as BigLaw firms, but they can offer other benefits, such as a better work-life balance.

Opportunities for Advancement:
- Large Law Firms: These firms often have a more structured path to partnership, but the competition is fierce. There are usually clear benchmarks you need to meet in terms of billable hours, client development, and firm involvement.
- Small to Mid-Sized Firms: These firms may offer a faster path to partnership because there are fewer attorneys vying for the same positions. However, the criteria for advancement might be less formalized, and it could depend more on the firm’s specific needs or the relationships you build within the firm.

Question: What should I consider if I’m thinking about moving firms?

Answer: If you’re considering moving to a different firm, there are several factors to keep in mind:

Timing: The best time to move is typically between January and June, right after associates have received their bonuses. Law firms often have their budgets reset in January, which means they may be more willing to hire during this period.
Reason for Moving: Always have a strong and logical reason for moving. Law firms will want to know why you’re leaving your current position, and they’ll be wary if they perceive you as a job hopper without a solid reason. Whether it’s for better compensation, more challenging work, or a better cultural fit, make sure your reason aligns with your career goals.
Market Conditions: Consider the market you’re moving to. Larger markets may offer higher salaries and more prestigious work, but they also come with increased competition. Smaller markets might offer a better lifestyle or quicker advancement but could come with lower salaries.

Question: How often should I move firms to avoid being seen as a job hopper?

Answer: It’s generally advised not to move more than three times in a six-year period. Frequent moves can raise red flags for potential employers, who may question your stability and commitment. Ideally, you should aim to stay at each firm for at least 18 months to two years. This shows that you can integrate well and that your work is valued by the firm.

Question: What are effective ways an attorney can communicate the reasons for a lateral move during interviews, especially when the reasons involve work-life balance or firm culture, along with financial incentives? How should they address potential concerns from prospective firms about their commitment to the new role?

Answer: This is a critical question because how you frame your reasons for moving is one of the most important aspects of your interview. Here are some strategies:

Be Honest but Strategic: Law firms will always try to figure out why you’re moving, and they’re particularly interested in whether you’ve been fired or if there’s something in your background that could be a red flag. It’s essential to be honest, but also strategic in how you present your reasons.
Work-Life Balance: If work-life balance is a significant factor in your decision, you can certainly mention it, especially if the prospective firm is known for having a better work-life balance or a different cultural approach. You might say something like, "I’m looking for a firm where I can maintain a sustainable work-life balance while continuing to do high-quality work," which can position you positively without coming across as someone who is unwilling to work hard.
Firm Culture: Discussing firm culture is also crucial. You can frame it as seeking a work environment that aligns more closely with your professional values and work style. For example, you might say, "I’m looking for a firm where collaboration and mentorship are key values," which signals that you’re thoughtful about your work environment and that you’re looking for a long-term fit.
Financial Incentives: While financial reasons are often a significant motivator, they should be mentioned carefully. If the financial difference is substantial, you can mention it as part of a broader discussion about career growth or aligning your compensation with the market standard for your level of experience. For instance, "I’m seeking a role where my compensation reflects the level of responsibility and expertise I bring to the table."
Commitment to the New Role: Address any potential concerns about your commitment by emphasizing your desire for stability and growth. You could say, "I’m looking for a firm where I can build a long-term career and contribute meaningfully to the firm’s success." This reassures the prospective firm that you’re not just looking for a temporary stopgap but are interested in a long-term relationship.

Ultimately, you want to position yourself as someone who is making a thoughtful and strategic move, not someone who is simply jumping ship for superficial reasons. Law firms are businesses, and they want to hire people who are motivated, reliable, and likely to stay for the long term.

Question: For attorneys in their sixth year or beyond looking to make a lateral move, what are the key factors they should consider? How might the timing of the move affect their prospects for partnership?

Answer: One of the most critical factors for any attorney, especially those with more experience, is access to work. This means ensuring that the firm you're considering has a steady flow of work that you can contribute to. As you progress in your career, your billing rate typically increases, which can make it more challenging for partners to assign work to you, as clients might prefer to have the partner handle tasks billed at a higher rate. Therefore, when making a lateral move, it’s vital to confirm that there is ample work available for someone at your level, whether you're moving to a smaller firm or a larger one. Without access to sufficient work, you risk facing difficulties in your new role, regardless of your experience.

Question: If an attorney has a strong book of business but is still in their third year of practice, how does this impact the timing of a lateral move? Would it be more strategic to move earlier, or should the attorney wait until they have more years of experience? How might this affect their marketability?

Answer: It's not uncommon to come across young attorneys who have developed a significant book of business early in their careers. However, there’s a challenge here: while having a book of business is valuable, it can sometimes be viewed as secondary to the attorney’s ability to perform the work effectively, especially if they are still relatively inexperienced. Law firms may appreciate the business you bring in, but they often prioritize an attorney's ability to handle complex tasks and cases. For instance, in larger firms, if a junior attorney brings in business, the firm might assign another partner to manage that business, which can minimize the young attorney’s involvement. While having business early in your career is advantageous, it's not always the strongest reason to move if you're still developing your expertise. It’s essential to balance the business development with honing your legal skills.

Question: In situations where an attorney is feeling unfulfilled in their current role but has not yet reached their second year of practice, what are the potential risks of making a lateral move early? How can one mitigate these risks while ensuring career growth and stability?

Answer: If you’re a junior associate and feeling unfulfilled, it’s understandable to consider making a move. However, moving too early in your career can be risky because you haven’t yet gained enough experience to be highly marketable. That said, it’s still possible to find a new position, especially if you have valid reasons for leaving. If you decide to move, one of the best strategies is to consider geographic flexibility. For example, if you’re in a highly competitive market like Los Angeles and struggling to find a new position, you might explore opportunities in smaller markets where the demand for your experience level is higher. Smaller markets or firms might offer better opportunities for growth and can be more understanding of an early move. Additionally, looking at smaller firms that may provide a more supportive environment can also be a smart move.

Question: How should an attorney explain a lateral move in an interview, especially if the move is due to work-life balance or firm culture concerns, and what should they consider to address any potential concerns from the new firm about their commitment?

Answer: When explaining a lateral move, especially if it’s due to concerns like work-life balance or firm culture, it’s important to frame your decision positively. You can discuss your desire to find a firm that better aligns with your professional values and lifestyle needs. For instance, you might say, "I’m looking for a firm where I can maintain a sustainable work-life balance while continuing to contribute effectively to high-quality work." This shows that you’re thinking strategically about your career and that you’re making a move that will help you be more productive and engaged in your work. It’s also crucial to reassure the prospective firm of your commitment to staying long-term by emphasizing your interest in finding a place where you can grow and contribute meaningfully. Avoid focusing too much on financial incentives unless it’s a significant difference; instead, highlight how the new firm’s environment and opportunities better suit your career goals.

Question: What are the best strategies for a junior associate who has lost their job or is struggling to find a new position?

Answer: If you’re a junior associate who has lost a job or is finding it difficult to secure a new position, you have a few strategies to consider:

Geographic Flexibility: Consider relocating to a smaller market where there’s less competition and where your background might be more in demand. For example, if you’re in a big city like San Francisco and struggling to find a new job, moving to a smaller city like Sacramento or even a different state might present more opportunities.
Smaller Firms: Another strategy is to look for positions at smaller firms. Smaller firms might be more willing to take on junior associates, especially if they have a need for more hands-on support. This can also provide a great learning environment where you can quickly gain more experience.
Explore Different Practice Areas: If your current practice area is particularly saturated or facing economic challenges, consider branching out into related practice areas where there might be more demand.

Remember, early in your career, you might need to be more flexible and open to different types of opportunities to build your experience and establish yourself in the legal field.

Question: How does the current culture and work environment impact the decision to make a lateral move? What strategies can attorneys use to assess the cultural fit of a new firm before joining? What role do informal networks, such as current or former colleagues, play in gathering this crucial information?

Answer: Every firm’s culture and work environment is unique, and understanding whether you’ll be a good fit is crucial before making a move. Informal networks are invaluable in this regard. You can reach out to people who attended your law school, former colleagues, or even people within your current firm who came from the firm you’re considering. They can provide honest insights into the firm’s culture—whether people are generally happy, how the firm operates, and whether it would be a good fit for you. Additionally, getting involved in professional groups related to your practice area or city can also help you gauge the culture of different firms.

Question: What are the key signs that indicate an attorney has outgrown their current firm and should consider a lateral move? In what ways can an attorney evaluate their current trajectory and determine whether a move would enhance or hinder their long-term professional goals?

Answer: One of the clearest signs that you’ve outgrown your current firm is if you feel that the work you’re doing is no longer challenging or sophisticated enough. If you believe that the clients you’re working with don’t have the budget or scope for the kind of work you want to do, or if you feel you’re ready for more responsibility and exposure in your practice area, it might be time to consider a move. Law firms generally appreciate when attorneys seek out opportunities for growth and more sophisticated work, as it indicates ambition and a desire to advance professionally.

Question: Considering the fluctuations in the legal market, how should an attorney assess the risk of making a lateral move during periods of economic uncertainty? Additionally, what specific indicators should they look for in a potential law firm to ensure stability and long-term growth during such transitions?

Answer: During periods of economic uncertainty, certain practice areas—especially transactional ones like corporate and real estate—can be risky. When the economy slows down, these areas often see a significant reduction in work, leading to layoffs. It’s important to assess the stability of the firm by looking at its client base, the diversity of its practice areas, and its historical performance during past economic downturns. Smaller markets or firms with a more stable client base that doesn’t fluctuate dramatically with economic changes can sometimes be safer bets during recessions. Additionally, you can look for firms that have a well-diversified practice, ensuring that if one area slows down, others might pick up the slack.

Thank you for attending today’s webinar. I appreciate your time and engagement. This session covered a lot of critical information, and I hope you found it valuable. The recording will be available for you to review at your convenience. Thanks again, and have a great day!

About Harrison Barnes

Harrison Barnes is a prominent figure in the legal placement industry, known for his expertise in attorney placements and his extensive knowledge of the legal profession.

With over 25 years of experience, he has established himself as a leading voice in the field and has helped thousands of lawyers and law students find their ideal career paths.

Barnes is a former federal law clerk and associate at Quinn Emanuel and a graduate of the University of Chicago College and the University of Virginia Law School. He was a Rhodes Scholar Finalist at the University of Chicago and a member of the University of Virginia Law Review. Early in his legal career, he enrolled in Stanford Business School but dropped out because he missed legal recruiting too much.

Barnes' approach to the legal industry is rooted in his commitment to helping lawyers achieve their full potential. He believes that the key to success in the legal profession is to be proactive, persistent, and disciplined in one's approach to work and life. He encourages lawyers to take ownership of their careers and to focus on developing their skills and expertise in a way that aligns with their passions and interests.

One of how Barnes provides support to lawyers is through his writing. On his blog, HarrisonBarnes.com, and BCGSearch.com, he regularly shares his insights and advice on a range of topics related to the legal profession. Through his writing, he aims to empower lawyers to control their careers and make informed decisions about their professional development.

One of Barnes's fundamental philosophies in his writing is the importance of networking. He believes that networking is a critical component of career success and that it is essential for lawyers to establish relationships with others in their field. He encourages lawyers to attend events, join organizations, and connect with others in the legal community to build their professional networks.

Another central theme in Barnes' writing is the importance of personal and professional development. He believes that lawyers should continuously strive to improve themselves and develop their skills to succeed in their careers. He encourages lawyers to pursue ongoing education and training actively, read widely, and seek new opportunities for growth and development.

In addition to his work in the legal industry, Barnes is also a fitness and lifestyle enthusiast. He sees fitness and wellness as integral to his personal and professional development and encourages others to adopt a similar mindset. He starts his day at 4:00 am and dedicates several daily hours to running, weightlifting, and pursuing spiritual disciplines.

Finally, Barnes is a strong advocate for community service and giving back. He volunteers for the University of Chicago, where he is the former area chair of Los Angeles for the University of Chicago Admissions Office. He also serves as the President of the Young Presidents Organization's Century City Los Angeles Chapter, where he works to support and connect young business leaders.

In conclusion, Harrison Barnes is a visionary legal industry leader committed to helping lawyers achieve their full potential. Through his work at BCG Attorney Search, writing, and community involvement, he empowers lawyers to take control of their careers, develop their skills continuously, and lead fulfilling and successful lives. His philosophy of being proactive, persistent, and disciplined, combined with his focus on personal and professional development, makes him a valuable resource for anyone looking to succeed in the legal profession.

About BCG Attorney Search

BCG Attorney Search matches attorneys and law firms with unparalleled expertise and drive, while achieving results. Known globally for its success in locating and placing attorneys in law firms of all sizes, BCG Attorney Search has placed thousands of attorneys in law firms in thousands of different law firms around the country. Unlike other legal placement firms, BCG Attorney Search brings massive resources of over 150 employees to its placement efforts locating positions and opportunities its competitors simply cannot. Every legal recruiter at BCG Attorney Search is a former successful attorney who attended a top law school, worked in top law firms and brought massive drive and commitment to their work. BCG Attorney Search legal recruiters take your legal career seriously and understand attorneys. For more information, please visit www.BCGSearch.com.

Harrison Barnes does a weekly free webinar with live Q&A for attorneys and law students each Wednesday at 10:00 am PST. You can attend anonymously and ask questions about your career, this article, or any other legal career-related topics. You can sign up for the weekly webinar here: Register on Zoom

Harrison also does a weekly free webinar with live Q&A for law firms, companies, and others who hire attorneys each Wednesday at 10:00 am PST. You can sign up for the weekly webinar here: Register on Zoom

You can browse a list of past webinars here: Webinar Replays

You can also listen to Harrison Barnes Podcasts here: Attorney Career Advice Podcasts

You can also read Harrison Barnes' articles and books here: Harrison's Perspectives

Harrison Barnes is the legal profession's mentor and may be the only person in your legal career who will tell you why you are not reaching your full potential and what you really need to do to grow as an attorney--regardless of how much it hurts. If you prefer truth to stagnation, growth to comfort, and actionable ideas instead of fluffy concepts, you and Harrison will get along just fine. If, however, you want to stay where you are, talk about your past successes, and feel comfortable, Harrison is not for you.

Truly great mentors are like parents, doctors, therapists, spiritual figures, and others because in order to help you they need to expose you to pain and expose your weaknesses. But suppose you act on the advice and pain created by a mentor. In that case, you will become better: a better attorney, better employees, a better boss, know where you are going, and appreciate where you have been--you will hopefully also become a happier and better person. As you learn from Harrison, he hopes he will become your mentor.

To read more career and life advice articles visit Harrison's personal blog.

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[TRANSCRIPT] When is the Best Time for an Attorney to Make a Lateral Move Between Law Firms

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