When faced with the departure of an individual partner or group, firms tend to only pay attention to the immediate, most time-sensitive tasks, like keeping the clients, managing the media, and controlling the internal rumor mill. These are all critically important responsibilities but there is one more necessity that is often overlooked but has enormous potential – the need to create and provide a thoughtful exit for all the departing attorneys.
For partners especially, a poorly handled departure can severely damage client relationships and the reputation of the firm. However, maintaining a positive connection with departing attorneys has enormous benefits and can preserve future opportunities, including a possible return to the firm of those who are exiting.
All of us remember our previous departures (professional and personal) because they leave lasting impressions that we never forget. They stick with us as a final memory. Think back on times when you resigned or exited from a position and note how quickly you remember how you felt. Was it a positive or negative experience for you and/or for others who were impacted on your specific work team or in your group. That feeling stays with you and the more positive and encouraging it is, the more likely a bridge remains intact that can be crossed again in the future. The impact can also expand to clients, who may lose respect and confidence in a firm if they observe a firm is acting hostile or disorganized when a partner or group departs.
You may wonder why a partner would ever want to return to a firm they already decided to leave?
There are often changes in leadership, strategy or culture that can make a firm a better, healthier fit down the road. Also, market conditions or practice business needs may shift and benefit returning to a larger or smaller platform or brand. Familiarity with the original firm’s systems and people and a desire to return may become overwhelming because in the end they truly miss their colleagues and the firm, and would be happier and more productive if they returned.
So, what are Best Practices for Firms Managing Partner Departures? How do firms ensure they’re going to be #1 on the list when the lateral partner decides again it’s time to go?
- Treat the initial exit with respect and discretion.
- Avoid punitive reactions that alienate clients.
- Publicly emphasize gratitude and shared achievements.
- Protect relationships but don’t close the door, signal that the firm values alumni.
- Create a structured alumni program to keep relationships warm.
- Acknowledge up front that departures can be temporary, not final.
- Normalize reentry by celebrating successful returns.
- Position the firm as a “forever home” even if careers take detours.
- Leverage alumni networks as a talent pipeline, not just referral sources.
The manner in which a partner or group departs is as important as the decision to leave. It makes no sense to burn a bridge when departing on good terms creates favorable and constructive options for the long-term. The most strategic and thoughtful partners, and the firms they are leaving, recognize and fully understand exits should not be considered final endings, but investments in possible returns.
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