Only 25 percent of associates want to become partners within their firms in the next five years
A recent survey, which included over 500 associates and senior leaders across various law firms, revealed a stark decline in the desire among law firm associates to ascend to partnership, The Law Society Gazette reported.
The survey, conducted by LexisNexis, shows only 25 percent of associates expressed aspirations to become partners within their firms in the next five years, highlighting a significant shift in career ambitions within the legal profession. The survey also indicated a notable divergence in the perceptions of loyalty and career aspirations between senior leaders and associates. While 72 percent of senior leaders view the current generation of legal associates as less loyal—a sentiment that escalates to 81 percent among leaders at medium and large firms—the majority of associates (75 percent) still envision a future in private practice, with 58 percent hoping to remain at their current firms.
Despite the apparent loyalty to the field, the reluctance to pursue partnership tracks raises questions about the evolving priorities of legal professionals. For many associates, the pursuit of a better work-life balance trumps the traditional trajectory towards partnership. This preference starkly contrasts with some leaders' belief that associates are primarily motivated by the prospect of higher compensation, with 71 percent of associates ranking work-life balance as their top priority.
The survey sheds light on a broader industry issue: the intensifying fear of burnout among legal professionals. The demanding nature of the profession, characterized by long hours and the mantra of “clients come first,” is prompting many to reconsider the value and appeal of partnership.
“Junior solicitors are no longer aspiring to be partners. They will likely take one look at the lifestyle of current partners and be put off,” said Elizabeth Rimmer, CEO of the legal mental health charity LawCare.
Addressing the burnout crisis, Colin Passmore, chair of the City of London Law Society, advocates for a cultural shift within the legal profession. “We must properly discuss with clients - and our colleagues - the impact of client work, we must instil and enforce monitoring systems in law firms (and chambers), to ensure we have senior staff who are responsible for noting and intervening when the pressure on an individual is in danger territory,” said Passmore.
