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Table of contents<\/h2>\n\n- The Easy Integration Illusion<\/a>\n
\n- The Firms That Get This Right Do Four Things Well<\/a><\/li>\n<\/ul>\n<\/li>\n
- What the Lawyer Can Control<\/a><\/li>\n
- Hiring a Lateral Partner Is Not Just a Talent Move \u2014 It\u2019s a Business Development Investment<\/a><\/li>\n
- Related Reading on Attorney at Work<\/a>\n
\n- Listen to More of Jay Harrington\u2019s Articles on Attorney at Work Today<\/a><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>\n
A high-profile lateral move. An eye-popping compensation package. Headlines across the legal press. And then \u2026 an exit.<\/p>\n
You likely saw the story<\/a>: A prominent private equity partner left her new firm after 16 months, despite early expectations of big returns. Reports suggested the anticipated deal flow didn\u2019t materialize.<\/p>\nWe don\u2019t know the full story, and we don\u2019t need to. Every lateral move comes with uncertainty \u2014 about timing, market conditions, internal dynamics and client reactions.<\/p>\n
But having coached lawyers and firms through many of these transitions, I\u2019ve seen one pattern play out again and again: When the work doesn\u2019t follow, it\u2019s rarely about individual failure alone. It\u2019s usually about unrealistic expectations and a lack of strategy on both sides.<\/p>\n
The Easy Integration Illusion<\/h2>\n
Many firms overestimate how easily lateral partners will integrate.<\/p>\n
They expect a high percentage of the lateral\u2019s book of business to follow within six months. They anticipate immediate cross-selling to firm clients. In reality, those projections often fall flat. Cross-selling is slow. Integration stalls. Many laterals bring far less of their business, as little as 22%<\/a> on average, and many never gain traction internally.<\/p>\nIt\u2019s a mistake to assume that relationships will automatically transfer to a new platform. Here\u2019s why:<\/p>\n
\n- Client loyalty is personal, not institutional.<\/strong> Even loyal clients reassess when their lawyer moves. They consider switching costs, internal politics, and whether the new firm adds value.<\/li>\n
- Internal partners may not engage.<\/strong> Unless the lateral brings a clearly differentiated skill set, colleagues often already have trusted relationships within the firm in the same practice area.<\/li>\n
- Cross-selling doesn\u2019t happen without trust.<\/strong> Credentials aren\u2019t enough. Internal referrals require confidence \u2014 and that has to be earned over time.<\/li>\n<\/ul>\n
Successful integration requires structure, not hope. It looks more like a business development campaign than an onboarding checklist.<\/p>\n
The Firms That Get This Right Do Four Things Well<\/h3>\n
1.<\/strong> Plan for client retention before the lateral arrives.<\/strong> This means conducting honest due diligence on which relationships are truly portable. Have frank conversations about client decision-making processes, existing firm relationships and potential conflicts. Create a communication timeline for the first 90 days \u2014 who will the lateral contact when, and what support will the firm provide? For important lateral hires, consider assigning a business development professional to help coordinate outreach and track responses.<\/p>\n2.<\/strong> Strategically pair the lateral with internal partners.<\/strong> Random introductions don\u2019t build business. Instead, identify partners who serve complementary client bases or have relationships that the lateral could enhance. Help structure shared economics arrangements for new business, giving both parties real incentive to make the relationship work.<\/p>\n3. Invest in relationship-building, not just visibility.<\/strong> Sending out a press release and putting the lateral on panels is table stakes. Real integration means including them in client strategy sessions, having them co-present at pitches, and ensuring they\u2019re part of substantive client conversations from day one. This requires internal partners to make space and share credit \u2014 which doesn\u2019t happen without leadership support and clear expectations.<\/p>\n4.<\/strong> Set realistic expectations.<\/strong> Most firms underestimate the timeline for meaningful integration. Building internal trust can take six to 12 months, and external client relationships may take longer. Create milestone markers that measure activity and relationship development, not just revenue generation. Track client meetings, internal collaborations and pipeline development alongside billable hours.<\/p>\nRead: \u201cThe Lateral Hire Dilemma: The Secret to Successfully Onboarding Talented Lawyers\u201d<\/em><\/a><\/p>\nWhat the Lawyer Can Control<\/h2>\n
Firms have an important role to play, but so do individual lawyers.<\/p>\n
Too many rely on reputation. They assume the strength of their client relationships will carry over. They underestimate the friction of switching platforms or the need to re-earn trust in a new context.<\/p>\n
Business development doesn\u2019t pause during a transition \u2014 it becomes more important. Here are some important reminders for individual lawyers making a lateral move.<\/p>\n
1. Evaluate relationships honestly.<\/strong> Not every client relationship is as portable as you think. Before making promises to your new firm, assess which relationships are truly personal versus institutional. This reality check prevents unrealistic commitments and helps prioritize your outreach.<\/p>\n2.<\/strong> Invest in internal credibility early.<\/strong> Your new colleagues don\u2019t know your work firsthand. They\u2019re evaluating you based on early interactions, not past victories. This means making your expertise visible through the right channels \u2014 contributing meaningfully to pitches, sharing insights in client meetings, and taking leadership roles on matters that align with your strengths.<\/p>\n3. Create your own deal flow.<\/strong> Don\u2019t wait for internal referrals that may never come. Seek to build new relationships while nurturing and maintaining old ones. This might mean targeting prospects your previous firm couldn\u2019t serve due to conflicts, or leveraging your new firm\u2019s platform to reach clients in adjacent markets.<\/p>\n4.<\/strong> Communicate progress.<\/strong> Keep your new partners informed about client conversations, potential opportunities and relationship-building efforts. Regular updates prevent the dangerous silence that lets doubt creep in. Even when deals don\u2019t materialize immediately, demonstrating activity builds confidence in your long-term potential.<\/p>\nHiring a Lateral Partner Is Not Just a Talent Move \u2014 It\u2019s a Business Development Investment<\/h2>\n
Law firms:<\/strong> Don\u2019t assume the work will follow. Create an integration plan.<\/p>\nLawyers:<\/strong> Don\u2019t assume your reputation is enough. Stay active and engaged. Stay visible.<\/p>\nThe legal market will continue to see high-profile lateral moves, and the firms and lawyers who approach these transitions strategically will have a significant advantage. Success requires moving beyond assumptions about automatic integration toward deliberate, sustained business development efforts. When both sides understand what integration actually requires, everyone benefits.<\/p>\n
Related Reading on Attorney at Work <\/h2>\n
\u201cAsk the Experts From the ALA: How to Welcome a Lateral Attorney<\/a>\u201c<\/em><\/p>\n
- \n
- The Firms That Get This Right Do Four Things Well<\/a><\/li>\n<\/ul>\n<\/li>\n
- What the Lawyer Can Control<\/a><\/li>\n
- Hiring a Lateral Partner Is Not Just a Talent Move \u2014 It\u2019s a Business Development Investment<\/a><\/li>\n
- Related Reading on Attorney at Work<\/a>\n
- \n
- Listen to More of Jay Harrington\u2019s Articles on Attorney at Work Today<\/a><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>\n
A high-profile lateral move. An eye-popping compensation package. Headlines across the legal press. And then \u2026 an exit.<\/p>\n
You likely saw the story<\/a>: A prominent private equity partner left her new firm after 16 months, despite early expectations of big returns. Reports suggested the anticipated deal flow didn\u2019t materialize.<\/p>\n
We don\u2019t know the full story, and we don\u2019t need to. Every lateral move comes with uncertainty \u2014 about timing, market conditions, internal dynamics and client reactions.<\/p>\n
But having coached lawyers and firms through many of these transitions, I\u2019ve seen one pattern play out again and again: When the work doesn\u2019t follow, it\u2019s rarely about individual failure alone. It\u2019s usually about unrealistic expectations and a lack of strategy on both sides.<\/p>\n
The Easy Integration Illusion<\/h2>\n
Many firms overestimate how easily lateral partners will integrate.<\/p>\n
They expect a high percentage of the lateral\u2019s book of business to follow within six months. They anticipate immediate cross-selling to firm clients. In reality, those projections often fall flat. Cross-selling is slow. Integration stalls. Many laterals bring far less of their business, as little as 22%<\/a> on average, and many never gain traction internally.<\/p>\n
It\u2019s a mistake to assume that relationships will automatically transfer to a new platform. Here\u2019s why:<\/p>\n
- \n
- Client loyalty is personal, not institutional.<\/strong> Even loyal clients reassess when their lawyer moves. They consider switching costs, internal politics, and whether the new firm adds value.<\/li>\n
- Internal partners may not engage.<\/strong> Unless the lateral brings a clearly differentiated skill set, colleagues often already have trusted relationships within the firm in the same practice area.<\/li>\n
- Cross-selling doesn\u2019t happen without trust.<\/strong> Credentials aren\u2019t enough. Internal referrals require confidence \u2014 and that has to be earned over time.<\/li>\n<\/ul>\n
Successful integration requires structure, not hope. It looks more like a business development campaign than an onboarding checklist.<\/p>\n
The Firms That Get This Right Do Four Things Well<\/h3>\n
1.<\/strong> Plan for client retention before the lateral arrives.<\/strong> This means conducting honest due diligence on which relationships are truly portable. Have frank conversations about client decision-making processes, existing firm relationships and potential conflicts. Create a communication timeline for the first 90 days \u2014 who will the lateral contact when, and what support will the firm provide? For important lateral hires, consider assigning a business development professional to help coordinate outreach and track responses.<\/p>\n
2.<\/strong> Strategically pair the lateral with internal partners.<\/strong> Random introductions don\u2019t build business. Instead, identify partners who serve complementary client bases or have relationships that the lateral could enhance. Help structure shared economics arrangements for new business, giving both parties real incentive to make the relationship work.<\/p>\n
3. Invest in relationship-building, not just visibility.<\/strong> Sending out a press release and putting the lateral on panels is table stakes. Real integration means including them in client strategy sessions, having them co-present at pitches, and ensuring they\u2019re part of substantive client conversations from day one. This requires internal partners to make space and share credit \u2014 which doesn\u2019t happen without leadership support and clear expectations.<\/p>\n
4.<\/strong> Set realistic expectations.<\/strong> Most firms underestimate the timeline for meaningful integration. Building internal trust can take six to 12 months, and external client relationships may take longer. Create milestone markers that measure activity and relationship development, not just revenue generation. Track client meetings, internal collaborations and pipeline development alongside billable hours.<\/p>\n
Read: \u201cThe Lateral Hire Dilemma: The Secret to Successfully Onboarding Talented Lawyers\u201d<\/em><\/a><\/p>\n
What the Lawyer Can Control<\/h2>\n
Firms have an important role to play, but so do individual lawyers.<\/p>\n
Too many rely on reputation. They assume the strength of their client relationships will carry over. They underestimate the friction of switching platforms or the need to re-earn trust in a new context.<\/p>\n
Business development doesn\u2019t pause during a transition \u2014 it becomes more important. Here are some important reminders for individual lawyers making a lateral move.<\/p>\n
1. Evaluate relationships honestly.<\/strong> Not every client relationship is as portable as you think. Before making promises to your new firm, assess which relationships are truly personal versus institutional. This reality check prevents unrealistic commitments and helps prioritize your outreach.<\/p>\n
2.<\/strong> Invest in internal credibility early.<\/strong> Your new colleagues don\u2019t know your work firsthand. They\u2019re evaluating you based on early interactions, not past victories. This means making your expertise visible through the right channels \u2014 contributing meaningfully to pitches, sharing insights in client meetings, and taking leadership roles on matters that align with your strengths.<\/p>\n
3. Create your own deal flow.<\/strong> Don\u2019t wait for internal referrals that may never come. Seek to build new relationships while nurturing and maintaining old ones. This might mean targeting prospects your previous firm couldn\u2019t serve due to conflicts, or leveraging your new firm\u2019s platform to reach clients in adjacent markets.<\/p>\n
4.<\/strong> Communicate progress.<\/strong> Keep your new partners informed about client conversations, potential opportunities and relationship-building efforts. Regular updates prevent the dangerous silence that lets doubt creep in. Even when deals don\u2019t materialize immediately, demonstrating activity builds confidence in your long-term potential.<\/p>\n
Hiring a Lateral Partner Is Not Just a Talent Move \u2014 It\u2019s a Business Development Investment<\/h2>\n
Law firms:<\/strong> Don\u2019t assume the work will follow. Create an integration plan.<\/p>\n
Lawyers:<\/strong> Don\u2019t assume your reputation is enough. Stay active and engaged. Stay visible.<\/p>\n
The legal market will continue to see high-profile lateral moves, and the firms and lawyers who approach these transitions strategically will have a significant advantage. Success requires moving beyond assumptions about automatic integration toward deliberate, sustained business development efforts. When both sides understand what integration actually requires, everyone benefits.<\/p>\n
Related Reading on Attorney at Work <\/h2>\n
\u201cAsk the Experts From the ALA: How to Welcome a Lateral Attorney<\/a>\u201c<\/em><\/p>\n
- Internal partners may not engage.<\/strong> Unless the lateral brings a clearly differentiated skill set, colleagues often already have trusted relationships within the firm in the same practice area.<\/li>\n
- Client loyalty is personal, not institutional.<\/strong> Even loyal clients reassess when their lawyer moves. They consider switching costs, internal politics, and whether the new firm adds value.<\/li>\n
- What the Lawyer Can Control<\/a><\/li>\n