How do you determine what happened when you did everything you were told to do to make it and yet you still weren’t elected partner? And how do you assess whether partnership will be achievable in the future for you at the firm?

Learn how Goodwln’s program for early training and working in-house with clients has changed the development model for junior associates.

Attorneys who are force multipliers in firms that value how this drives business can forge a clear path to partnership.

Get ready for a new calendar year and meaningful progress in a better way.

Avoid trying to make changes that are unrealistic and instead focus on practical, small steps that compound to make you more visible and impactful.

Get clear on not just how you make partner based on your capabilities and skills - but also what factors you need to be realistic about that may affect timing.

Develop a better and more strategic approach as a partner to deciding whether to stay or leave your firm.

Learn how to make the shifts you need to as a mid-senior associates so you stay on track to progress your career in BigLaw.

Making your billable hours isn’t as easy as just entering and closing your time - there are some key traps you need to avoid.

Celebrating the 100th episode by switching roles as I’m interviewed about why I started this podcast, and how I continue to hear from those in the BigLaw community as to why it’s needed for practical guidance and conversation on how to navigate the daily challenges of this unique environment.

Figuring out how as a partner you can balance the firm’s requirements and structures for how work is managed with the need you have to direct your own matters is a vital step to take in BigLaw.

Knowing how your firm and practice group measure profitability beyond just the published numbers you see outside the firm is absolutely critical to learning how you and your practice are really evaluated.

Business development can be challenging, but there are a few key ways you can shift your approach to better generate business more consistently.

It happens, to very capable and strong partners, so you need to be aware of when it may be happening to you, and what you can and should be doing about it.

You know it’s important, but do you really understand how it affects you?

Learn how to respond and act strategically when your relationship with your mentor or sponsor partner begins to change and you no longer feel the support you need.

Get smarter about what you need to do to make sure AI fluency is part of what you offer as a candidate for partner - and to show how this adds value to your firm.

How can you respond when your practice area starts to slow because government priorities have changed?

Learning how to collaborate more effectively both within your firm and on behalf of your clients is one of the most critical skills you need to develop.

Mastering the unclear and uncertain direction often given to you in your BigLaw firm is a critical skill.