One of the most common assumptions in partner recruitment is that money is the main reason a successful partner considers moving.
Remuneration matters, of course. But for many experienced lawyers, the decision is about something broader: the opportunity to build a better practice, develop a team or work within a firm that is more closely aligned with their ambitions.
Understanding those motivations is central to attracting the right people.
Success does not mean someone is settled
A partner can be performing well, earning a strong income and enjoying good client relationships while still questioning whether their current firm is the best place to take the next step.
They may feel their practice has reached a ceiling. They may want to invest in a team but struggle to secure the support required. Perhaps the firm's strategy has changed, the partnership structure feels restrictive or the route to greater responsibility is unclear.
None of this necessarily means they are unhappy or actively looking to leave.
It does mean that the right opportunity, presented in the right way, may be worth exploring.
What makes an opportunity attractive?
Different partners will have different priorities, but a few themes regularly matter.
A platform for growth: Can the firm help them develop their client base, access new sectors or build relationships across complementary practices?
The ability to build a team: Is there genuine appetite to invest in additional lawyers, and will the partner have a meaningful role in shaping the practice?
A clear commercial proposition: Does the remuneration and equity model reward contribution and support the partner's longer-term ambitions?
Culture and influence: Will they have a voice in the business? Will their approach to clients and colleagues fit with the firm's way of working?
Confidence in the firm's direction: Partners are making a significant career decision. They need to believe the business has a credible strategy and the commitment to deliver it.
For some, financial considerations will be decisive. For others, autonomy, succession, leadership or the chance to build something will carry more weight.
The important thing is to understand the individual rather than assume every partner is motivated by the same things.
Hiring firms can do more than make an offer
The most compelling recruitment conversations begin well before remuneration is discussed.
Firms need to be able to explain why they want the individual, what they could achieve there and what support would be available to help them succeed.
That does not mean promising everything a candidate wants to hear. It means presenting a credible opportunity and being clear about the expectations on both sides.
It also means recognising that a partner may need time to consider a move. Confidentiality, timing and the way an initial approach is handled can all influence whether a conversation develops.
Finding the right fit
Identifying a partner who looks attractive on paper is only the starting point. The real work is understanding their ambitions, the nature of their practice and how well the opportunity fits both parties.
At VG Charles, we help firms have those conversations with senior lawyers who may not be actively looking but could be interested in the right move.
The aim is not to persuade everyone to leave. It is to identify where there is a genuine fit and explore whether a move could create value for the lawyer and the firm.
If you are looking to strengthen a practice, understanding what would attract the right partner is a good place to start.