Successful rainmaker integration looks more like a business development campaign than an onboarding checklist. Law firms that get it right do these four things well.
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A high-profile lateral move. An eye-popping compensation package. Headlines across the legal press. And then … an exit.
You likely saw the story: A prominent private equity partner left her new firm after 16 months, despite early expectations of big returns. Reports suggested the anticipated deal flow didn’t materialize.
We don’t know the full story, and we don’t need to. Every lateral move comes with uncertainty — about timing, market conditions, internal dynamics and client reactions.
But having coached lawyers and firms through many of these transitions, I’ve seen one pattern play out again and again: When the work doesn’t follow, it’s rarely about individual failure alone. It’s usually about unrealistic expectations and a lack of strategy on both sides.
The Easy Integration Illusion
Many firms overestimate how easily lateral partners will integrate.
They expect a high percentage of the lateral’s book of business to follow within six months. They anticipate immediate cross-selling to firm clients. In reality, those projections often fall flat. Cross-selling is slow. Integration stalls. Many laterals bring far less of their business, as little as 22% on average, and many never gain traction internally.
It’s a mistake to assume that relationships will automatically transfer to a new platform. Here’s why:
- Client loyalty is personal, not institutional. Even loyal clients reassess when their lawyer moves. They consider switching costs, internal politics, and whether the new firm adds value.
- Internal partners may not engage. Unless the lateral brings a clearly differentiated skill set, colleagues often already have trusted relationships within the firm in the same practice area.
- Cross-selling doesn’t happen without trust. Credentials aren’t enough. Internal referrals require confidence — and that has to be earned over time.
Successful integration requires structure, not hope. It looks more like a business development campaign than an onboarding checklist.
The Firms That Get This Right Do Four Things Well
1. Plan for client retention before the lateral arrives. This means conducting honest due diligence on which relationships are truly portable. Have frank conversations about client decision-making processes, existing firm relationships and potential conflicts. Create a communication timeline for the first 90 days — who will the lateral contact when, and what support will the firm provide? For important lateral hires, consider assigning a business development professional to help coordinate outreach and track responses.
2. Strategically pair the lateral with internal partners. Random introductions don’t build business. Instead, identify partners who serve complementary client bases or have relationships that the lateral could enhance. Help structure shared economics arrangements for new business, giving both parties real incentive to make the relationship work.
3. Invest in relationship-building, not just visibility. Sending out a press release and putting the lateral on panels is table stakes. Real integration means including them in client strategy sessions, having them co-present at pitches, and ensuring they’re part of substantive client conversations from day one. This requires internal partners to make space and share credit — which doesn’t happen without leadership support and clear expectations.
4. Set realistic expectations. Most firms underestimate the timeline for meaningful integration. Building internal trust can take six to 12 months, and external client relationships may take longer. Create milestone markers that measure activity and relationship development, not just revenue generation. Track client meetings, internal collaborations and pipeline development alongside billable hours.
Read: “The Lateral Hire Dilemma: The Secret to Successfully Onboarding Talented Lawyers”
What the Lawyer Can Control
Firms have an important role to play, but so do individual lawyers.
Too many rely on reputation. They assume the strength of their client relationships will carry over. They underestimate the friction of switching platforms or the need to re-earn trust in a new context.
Business development doesn’t pause during a transition — it becomes more important. Here are some important reminders for individual lawyers making a lateral move.
1. Evaluate relationships honestly. Not every client relationship is as portable as you think. Before making promises to your new firm, assess which relationships are truly personal versus institutional. This reality check prevents unrealistic commitments and helps prioritize your outreach.
2. Invest in internal credibility early. Your new colleagues don’t know your work firsthand. They’re evaluating you based on early interactions, not past victories. This means making your expertise visible through the right channels — contributing meaningfully to pitches, sharing insights in client meetings, and taking leadership roles on matters that align with your strengths.
3. Create your own deal flow. Don’t wait for internal referrals that may never come. Seek to build new relationships while nurturing and maintaining old ones. This might mean targeting prospects your previous firm couldn’t serve due to conflicts, or leveraging your new firm’s platform to reach clients in adjacent markets.
4. Communicate progress. Keep your new partners informed about client conversations, potential opportunities and relationship-building efforts. Regular updates prevent the dangerous silence that lets doubt creep in. Even when deals don’t materialize immediately, demonstrating activity builds confidence in your long-term potential.
Hiring a Lateral Partner Is Not Just a Talent Move — It’s a Business Development Investment
Law firms: Don’t assume the work will follow. Create an integration plan.
Lawyers: Don’t assume your reputation is enough. Stay active and engaged. Stay visible.
The legal market will continue to see high-profile lateral moves, and the firms and lawyers who approach these transitions strategically will have a significant advantage. Success requires moving beyond assumptions about automatic integration toward deliberate, sustained business development efforts. When both sides understand what integration actually requires, everyone benefits.
Related Reading on Attorney at Work
“Ask the Experts From the ALA: How to Welcome a Lateral Attorney“
“The Lateral Hire Dilemma: The Secret to Successfully Onboarding Talented Lawyers” by Wendy Merrill
“Talent-Driven Law Firm Mergers: A Smart Growth Strategy for Firms of All Sizes” by Gene Commander
Listen to More of Jay Harrington’s Articles on Attorney at Work Today
One of a Kind: A Proven Path to a Profitable Law Practice
BY JAY HARRINGTON
In today’s legal market, developing a profitable and consistent book of business requires a strategic approach. If you’re open to new ideas and are interested in growing your practice, this book is a great resource to kickstart the next stage in your career.
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