Ed. note: This article is part of Parental Leave & The Legal Profession, a special series for Above the Law that explores the realities of parental leave and return-to-work in law firms. From planning leave to reintegration, from the role of managers to the mental load of Biglaw parents, these articles bring research, clinical insight, and practical strategies to help lawyers and the firms that employ them navigate one of the most critical transitions of their careers.

For Alison, while her pregnancy filled her with excitement, the idea of sharing it at her firm filled her with dread. She worried about how she would be perceived and the assumptions that others would make about her dedication to the firm. She wanted to wait as long as possible to share her news. Would waiting until she delivered be too late?

For many lawyers, the months before parental leave are marked not just by excitement about a growing family, but by a gnawing anxiety: How will I navigate this alongside my career?

Even at firms with generous leave policies, many lawyers fear being seen as less invested as soon as they share the news that they are expecting. They worry about client continuity, missing out on key matters, or being sidelined when they return.The pressure to demonstrate commitment can make planning for leave feel like a high-stakes negotiation.

In other articles for this series, we focus on firm-wide changes to policy and culture, but this month we’ll discuss what individuals can do when THEY are the one’s going on leave. Individuals cannot eliminate the motherhood penalty on their own, but with foresight, strategy, and boundaries, it is possible to take meaningful time away without hurting your professional reputation or relationships.

1. Start Early and Be Proactive

One mistake we see expecting parents make is waiting until the last minute to plan. This is an understandable impulse, but earlier notice gives you more control. It lets you create a robust coverage plan, adjust workloads, and anticipate your reentry.

You don’t need a full plan in place right away. But more time gives your practice group or team time to adapt, and it positions you as thoughtful, strategic, and reliable. Planning creates a smoother handoff (and a smoother re-entry when you return). Clients will appreciate continuity, and colleagues appreciate not being blindsided.

Being proactive also sets the tone: you’re not asking for permission, you’re inviting collaboration.

2. Clarify Your Priorities

Not all matters are created equal. Identify which cases, clients, or projects you most want to stay connected to and which you can fully hand off. Ask yourself:

Where am I indispensable?
Where are opportunities for colleagues to step in and grow?
Which projects can I wrap up before I go?

This reflection allows you to shape a realistic plan instead of defaulting to, “I’ll just keep doing it all until I can’t.” Again, you maintain more control: you can pick and choose how to hand things off and which matters are most important to you.

3. Build a Coverage Plan That Protects Relationships

A strong coverage plan isn’t just about dividing work, it’s also about protecting client trust and safeguarding your professional reputation.

Key elements include:

Clear ownership: Assign a primary point of contact for each client or matter. Ambiguity breeds frustration. Even as a junior associate, you can clearly communicate with staffing attorneys or partners on your team who will be taking over each element of your cases.
Warm handoffs for client-facing work, particularly relevant for partners: Introduce the covering lawyer(s) directly to clients before you leave, framing it as a strength of the firm’s team model rather than a gap.
Documentation: Provide status updates and timelines so colleagues can step in seamlessly.

Think of this as a professional insurance policy: you want colleagues and clients to feel supported and empowered by how you exit.

4. Manage Expectations With Partners (and Yourself)

Many lawyers assume partners will penalize them for taking leave. While cultures vary, the bigger problem is often mismanaged expectations.

Be explicit about your leave length, your communication preferences (completely offline? receive periodic updates?), and your reintegration timeline.

Clarity with boundaries is a solid management strategy. Vague statements like, “I’m on leave unless you really need me,” blur lines and lead to resentment. Being clear with partners and yourself makes boundaries easier to hold.

5. Protect Your Mental Health

Welcoming a child is joyful but also exhausting, with identity shifts and possible postpartum struggles that deserve care and support.

Even viewed through the lens of your career, it’s important to acknowledge that you do need extra care during this time. Getting your (and the baby’s) needs met will help you heal, bond, and grow.

One useful approach is to think of this period as a developmental phase rather than a disruption. Parenting leads to brain changes and new skills that can improve your performance at work (more on this in a future article). So give yourself permission to take time and treat leave as a pause and a reset rather than a liability.

6. Anticipate Your Return Before You Leave

The more you plan how you want to return before you leave, the smoother your return will be. While the plan may change along the way, having an idea of what your schedule and re-onboarding will look like helps everyone know what to expect. It can also be a guide for steps to take as you end your leave. Key things to think about include:

Return schedule/Ramp-up phase: Would you like reduced hours? Are there WFH options? Do you hope to start mid-week?
Clients and cases: Which matters might need more attention upon your return? Which projects will carry the most meaning for you?
Reentry meetings: Schedule time with key clients and partners for your first weeks back.
Support systems: Line up childcare, backup care, and household logistics well before your return date. If possible, start childcare a few days prior to work out any kinks.

This way, your reentry will feel intentional rather than chaotic.

The Bigger Picture

This article walks you through parental leave as an employee, but planning parental leave well isn’t just about individual lawyers — it’s about firm culture. In the next article, we’ll turn the lens to the other side of this equation: the role of managers and partners in supporting leave. Because no matter how well an individual plans, managers are instrumental in successful leave experiences.

Marny Requa, JD is an academic, coach, and consultant with global experience and gender equity expertise. Dr. Anne Welsh is a clinical psychologist, executive coach, and consultant with a specialization in supporting working parents in law. Both are certified RETAIN Parental Leave Coaches, engaging a research-backed methodology to support and retain employees as they grow their families.

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