Two Paths, One Ladder: Why Partners Plateau?

In most law firms, there comes a point when a partner’s trajectory flattens, not because they aren’t competent, or dedicated but because they aren’t bringing in clients. This invisible ceiling is rarely acknowledged yet it defines how power, influence, and growth opportunities are distributed within partnerships.

A “book of business” reflects a partner’s ability to independently generate work and is often central to decisions around lateral hiring, leadership, and promotion. While execution remains essential, it’s rarely seen as a differentiator at senior levels; it is often assumed and expected. Without their own book, executing partners often depend on rainmakers for both workflow and visibility. This creates a subtle imbalance. Those carrying a heavy delivery load, managing client expectations on service and managing teams on the daily can still find themselves excluded from key decisions. Many don’t underperform, they simply plateau in a system that hasn’t evolved to reward their kind of contribution. Some eventually opt out of the partnership track altogether, choosing in-house leadership roles that offer greater influence.

Business development is prized because it has a direct, visible impact on revenue. Execution, though vital, is harder to quantify and often overlooked in strategic evaluations. This skewed perception of value is what holds many partners back.

In larger firms, hierarchies, billing structures, and brand value can shield executors for a while even give them internal stature. But in smaller firms, the imbalance is starker. Across firm sizes, rainmakers often rely on skilled executing partners to deliver on complex mandate, a dynamic that appears symbiotic on paper but can mask structural inequities. The real question is whether executing partners are being nurtured into roles of business development or are they confined to roles that support other rainmaking partners. Is growth in firms overly concentrated in the hands of one or two individuals? And if so, what happens when those individuals slow down, step back, or move on? These are not just succession issues, they reflect a firm’s broader ability to build durable leadership.

Many firms promote capable associates to partners without preparing them to become rainmakers. There is no structured mentoring on this front, no clear exposure to how business is brought in, and little incentive to step outside a delivery role. Just as critically, there is rarely a formal expectation for senior partners to coach others on this skill. Not because they don’t want to but because most firms haven’t made it part of their operating model. This isn’t a reflection of individual intent or lack thereof, but an institutional oversight. One that quietly reinforces a hierarchical division, where one set of partners steers growth, and another sustains it.

This isn’t just unique to the legal industry. In organisations across service sectors such as consulting, architecture, advertising, the professionals who bring clients shape the firm’s direction. The ones who deliver often operate behind the scenes. Both roles are essential. But when one is consistently valued over the other, the long term impact is hard to ignore.

Even when hiring partners laterally, a proven book of businessis prioritized over everything else. While this may offer short-term financial upside, it reinforces the same imbalance. Attorneys with tremendous potential, deep subject matter expertise, and institutional loyalty are often passed over because they don’t yet “bring a book.” This not only narrows the talent pool but overlooks lawyers who could thrive with the right support.

There are risks in concentrating too much influence in the hands of a few. When key client relationships sit with select individuals, succession becomes uncertain and the business vulnerable. A single departure can unravel revenue streams, shake team morale, and trigger client and team exits. The fallout can leave firms scrambling to reassign matters and manage perception. This is also why widening access to client relationships and valuing those who drive delivery is not just a matter of being just, it’s about being strategic.

The solution is not to pretend all partners are the same. They are not. However, the best law firms don’t force a binary. They build ecosystems where each type thrives, collaborates, and shares power. Firms that reward only rainmaking skills may win in the short term, but they risk losing the people who quietly hold everything together. The answer isn’t to equalize all roles, but to expand what power looks like: leading teams, owning client delivery, shaping strategy, mentoring talent. When executing partners are given visibility, respect, responsibility, and a voice in firm decisions, they become more than just service providers, they become stewards of the firm’s continuity. Sustainable firms don’t concentrate power, they distribute it wisely.

About the author: Samta Thapa is the co-founder of Agragami Consulting, a specialised talent search and advisory firm that works closely with law firm leadership and legal in-house teams on hiring, growth, and talent strategy.

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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