What do clients want in their lawyers? What do partners look for in associates? How do young associates make a name for themselves at big firms? I put these questions to some of my mentors who happened to be partners at three large firms: Saul Ewing, McGuireWoods and WilmerHale. Here are their thoughts on what it takes to be a successful associate at their firms.

What do clients want in their lawyers? Clients typically want three things from lawyers: First, they want to know that you can solve their problems – that you have the know-how and skill-sets to bring to the table on whatever issue or issues they face. Second, they want you to pick up the phone when they call and respond to their emails in a timely manner. Third, they want reasonable estimates as to the costs of your services.

What do partners want in their associates? “Just treat me like I’m a client,” one partner told me. Associates at law firms are assessed by their aptitude for navigating the often intellectually challenging rigors of firm practice, communicating promptly and effectively with partners and managing partner expectations by making accurate projections about the amount of time (and money) a particular project will take. Young associates should approach their relationship with a supervising partner as if he or she is the client.

How do young associates become successful at big firms? Successful associates are the ones who have managed to earn the confidence of the firm’s partners. This means the partners know they can leave you alone with a client or put you before a judge and not worry about how you will perform. Building this level of confidence takes time. However, increasing your exposure within the firm and having a grasp of the firm’s business model are invaluable steps in this process:

• Do not be afraid – in fact, seek out opportunities – to take work from different partners. By working with as many partners as possible, even across practice groups, more partners will know you to be someone they can count on for quality work product.

• Take leadership positions where available within the firm. Your involvement with firm management activities both sends a message that you are invested in the firm’s success and direction and allows you to build important skills that will distinguish you.

• Learn as much as possible about the firm’s financial and marketing models. A lucid understanding of how the firm earns revenues and markets itself to potential clients is not only important information for any young associate who seeks to advance within the firm’s ranks to have but also informs how you should approach assignments.

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