Unmasking the Hidden Realities of Law Firm Culture
Written by Sam Abeysekera on November 16, 2023
In the polished corridors of law firms, the interview process often paints a facade of unity and promise. Yet, beneath this surface, a hidden narrative often exists. In my consultation sessions with high-ranking women law partners, a common story frequently emerges: had they known about the 'bad apples' in the ranks, their decisions to join or their approach might have been different. 

This article aims to shed light on these hidden dynamics, providing a guide to discerning the true experience within a firm before making the crucial decision to join.
The Law Equivalent to “Bluebeard”
A key issue lies in the misappropriation of origination credits, the lifeblood of a partner’s compensation. Globally, numerous bar associations report instances of department heads or senior members who slyly erode their new colleagues’ originations, even going so far as to intercept communications and RFPs. These 'law firm Bluebeards', akin to the treacherous nobleman in folklore known for his deceit and exploitation of women, are out to claim your clients and undermine your book. This predatory behavior not only affects individual careers but also the ethical landscape of the firm. Recognizing and addressing these tactics is crucial for safeguarding one's professional integrity and success.

In one situation, a partner shared with me that when she was alone with her new head of department he told her unabashedly that the new client she had just brought to the firm for a multi-year project would be his and there was nothing she could do about it, but that he would share some percentage with her.
 
These law firm Bluebeards capitalize on the 'niceness-complex' many women are culturally ingrained with. Also, these miscreants often have tenure and seniority that makes it “seem” hard for a newcomer to go against them. Alarmingly, these individuals are often disguised as the firm's rainmakers — their questionable tactics are overshadowed by revenue generation, leaving them broad discretion and newcomers especially vulnerable. 

In another situation, a senior male member used his tenure to take clients and RFPs from women partners routinely over years…so any new partner who came along was told this was “just the way it is.”

These predators aren’t always men; occasionally, I've heard of female managing partners threatened by the ascent of their female peers (when they feel unequipped to do the same), contribute to a toxic environment where these women don't promote women. This predatory behavior, when left unchecked, fosters a corrosive culture, impacting not just individual mental well-being but the collective strength of a firm. 
The Importance of Awareness
For those new to a partnership or firm, these dynamics can be both unfamiliar and overwhelming. The key lies in removing the veneer of assumption that every well-reputed firm is inherently virtuous and recognizing the real human dynamics at play.

I’ve written separately about what to do when faced with these issues in a firm but this article aims to arm you with the knowledge and tools to recognize these challenges before stepping into a new firm.

1. Keep curious about their moral compass. 

During interviews and at least post-offer, probe beneath the surface to find out what type of people (not just professionals) they are. Pay particular attention to those who play a key role in your future. Here are some situational and behavioral questions that can help, but also observe not just what they say but how they say it:

● How are responsibilities and credits shared among partners in major cases?
● Can you provide an example of how the firm handled a situation where there was a disagreement or conflict over origination credits? 
● Could you tell me about a time when a newer partner brought in a significant client, and how their contribution was recognized?
● How does the firm support a partner facing professional challenges or obstacles?
● How does the firm ensure fair and equitable recognition of partners' efforts, especially in cases of joint projects or client acquisitions?
● Can you describe the dynamics between partners, especially regarding business development and client management?

2. Spend quality time with potential colleagues. 

Spend time with potential colleagues/management in informal settings such as over lunch, dinners or other social gatherings. We get to know people best by spending time with them. Observe their behavior, how they respond to stress, and how respectful they are. This can provide a window into their true personas. And if someone expresses even a minor negative comment about someone, give it due attention as they may be trying to warn you. 

This time investment is very revealing. One of my clients was able to gain a fair agreement with management upfront on how credits would be shared for a particular client if they won the business, after she joined. 

3. Tap into your instincts. 

Many women have a keen sense of intuition that can identify incongruence. However, cultural conditioning often muddles this instinct. Pay attention to your inner voice, even if it unveils uncomfortable truths. 

What is that inner voice whispering? What is not as it appears? What do I know deep in my gut that I wish I did not know? 

These are your wake-up calls. 

4. Consciousness is your shield. 

If something feels off, it probably is. Embrace all perceptions and feelings, challenging as they may be. Let your reflections roam untamed in your consciousness — better now than later. Look beyond the impressive resumes and polished facades. 

5. Do what you need to do.

Look at the situation with your head and heart: observe the data points you’ve gathered, and also listen to the emotional and instinctual cues. This dual approach provides a comprehensive perspective, enabling you to make informed decisions about your future with this firm.
When a woman does these things, she equips herself not just to survive in the legal jungle but to thrive with integrity and wisdom. She is no longer a mark or a target. She protects not just her career but the essence of her professional future.
Concluding remarks:
Wherever you stand in your legal career, remember this: You are not just a participant in your professional journey, you are its architect. In a world where the corridors of power can often be labyrinths of deception, your intuition, courage, and wisdom are your guiding lights.

For example - with these steps, one client secured a fair agreement upfront with her new firm that originations would not be shared with a firm partner who had a non-active relationship with her client, and also secured a significant marketing budget for her target audience before she joined.

So, as you navigate these crucial decisions, do so with the fierce bravery of one who knows her worth. Trust that voice within you that seeks truth amidst facades, that inner compass that recognizes integrity and rejects manipulation. Embrace the power of your discernment, for it is not just your shield but your sword.

And remember, in this journey, you are not alone. There is a sisterhood of lawyers, each with her own story of struggle and triumph. Reach out, connect, and let us uplift each other. For when one woman stands in her truth, she lights a path for all.

Take your next step with boldness and confidence. The world of law needs not just your skills, but your whole, unvarnished self. Be the change you wish to see, and in doing so, you not only safeguard your career but also pave the way for those who will follow.

Sam Abeysekera

Sam is dedicated to empowering female partners and founders in the legal industry to break through barriers and redefine success. As the lawyer's advocate, she equips her clients with strategies to become seasoned rainmakers and thrive within the dynamics of law firm culture, all while maintaining balance and authenticity.
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