The Reputation Test

Compensation, firm pedigree, or big ticket matters are no longer the sole, or even, the principal concerns of many candidates looking to join a law firm. Something more personal and nuanced governs their decision: the reputation of the partner and team. At Agragami Consulting, we’ve seen a remarkable increase in questions such as: “How happy is the team?” “We’ve heard the team has high attrition— why is that?” “Some of our peers work in that team and aren’t happy with the way they are treated— why would it be any different for me?”

These questions are reflective of the changing priorities for candidates, in today’s talent landscape. How a partner is perceived internally and across the legal community can be just as important as the firm’s brand itself. Reputation management of individual partners is emerging as a critical component in attracting, hiring as well as retaining quality talent.

Even a decade ago, hiring conversations were centered around the firm’s overall reputation. Client rosters, compensation packages were important to gauge a candidate’s interest in applying for a role. Today, it’s no longer enough to have a strong firm brand or a technically brilliant partner at the helm of a team. Leadership temperament, mentoring style, and the kind of environment a partner cultivates are some of the aspects being thoroughly considered before applying for coveted roles. Lawyers want to know whether the person leading the team is someone under whom they can grow, be challenged, and thrive.

Online forums, alumni networks, and social media have made it easier to share experiences, compare notes, and form impressions—accurate or otherwise—about individual partners and their teams. Even the most high-caliber team can struggle to stay cohesive if the working environment is considered burdensome.

For partners, this means taking an honest look at how their leadership style has shaped day-to-day interactions and team dynamics—because in many cases, temperament alone can be the deciding factor in whether great talent stays or walks away.

Reputational challenges are never obvious, but partners don’t have to rely on hearsay or speculation to understand how they’re perceived. Certain team-level metrics can serve as early indicators of reputational concerns. For instance, if roles are consistently open for longer than expected, or rehiring takes place for the same position at short intervals, high attrition might signal that there’s room to relook at the team dynamics and culture. Recognizing these signs can allow partners to take the lead in making strategic adjustments that could enhance team stability and long-term success.

This is where honest introspection becomes critical. Many successful partners—understandably—may be resistant to change. But evolving candidate expectations call for regular reflection. Simple steps like introducing anonymous feedback mechanisms within teams can surface valuable insights, especially when associates feel confident that their feedback won’t be met with retaliation. Leadership coaching and peer mentoring programs can also help partners develop stronger management skills and more engaged teams.

At Agragami Consulting, our work sits at the intersection of talent acquisition strategy and reputation. We’ve been brought in to support technically accomplished partners who may be navigating perception challenges in the market. In these situations, hiring becomes more than a transactional process—it’s a chance to reshape leadership narratives and rebuild confidence within the talent pool.

We collaborate closely with firms to design and implement hiring strategies that are both deliberate and reputationally sensitive. This includes refining team messaging, identifying candidates who align not just with the role but with the cultural direction of the team, and highlighting overlooked strengths. When executed well, these efforts don’t just fill roles—they help reposition teams, strengthen internal narratives, and build the kind of credibility that supports long-term retention.

About the author: Samta Thapa is a Co-Founder and Partner at Agragami Consulting.

Disclaimer: The opinions expressed in this article are those of the author(s). The opinions presented do not necessarily reflect the views of Bar & Bench.

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