Partnership eludes many talented lawyers, which is why, as Jack Downton explains, ambitious associates must have a clear strategy if they want to make it to the top

For many lawyers, reaching partnership is the realisation of an ambition harboured since law school, if not even earlier. It cements years of hard work and underlines a dedication to the firm. Partnership also brings kudos and attractive financial rewards.

Yet before opening the champagne, there is the small matter of the selection process to get through – one which many lawyers, despite their sharp technical skills, often fail to get right.

Sell, sell, sell

The most important thing to bear in mind in the whole process is that you need to sell yourself. Surprisingly, many lawyers find this difficult, often appearing disinterested and lacking confidence.

The partnership selection process requires associates to make people believe they are partner material. Lawyers often fail to fully understand that their partnership presentation is, in fact, their chance to pitch themselves to the selection committee as someone who is ready to take on the added responsibility that comes with the role. The best way to approach this is to think of your selection panel as a client. Influence them in a conversation-style way that gets them on your side and establishes rapport.

Stand out

There are a lot of City lawyers around, but increasingly few make it to partner level. Consider examples from your career thus far that differentiate you from your colleagues. It could be technical ability above and beyond that of a 'regular lawyer'. Or it may be that you can show examples of published work that single you out as an authority on a particular subject. Others make a particular effort to assist in the development of some kind of new, innovative service that the firm offers – a marketing blog, for example.

Information overload

A partnership interview is not the time to overload people with masses of academic, legal knowledge. This is a selection process, not your LLB exam paper on sources of constitutional and administrative law. One recently promoted lawyer told me: "I had to change my mindset. Instead of reeling off as much information as possible in the hope of impressing the selection panel with my legal skills, I had to refocus on the benefits I could offer the firm as a partner."

Business sense

A law firm is primarily a business, not an academic institution. Lawyers must prove skills in business development if they are to be considered for partnership. They need to be able to show evidence of bringing business to the firm.

Lawyers that regularly network at corporate events, organise seminars, give speeches at lectures, and generally are involved in activities that raise the profile of their firm demonstrate an understanding of the commercial side of practice.

Leadership

Partners need to be leaders. Therefore lawyers must convey to the selection panel that they are aware of the wider responsibilities partners have.

One example from the training I have given is of a lawyer based in one of the European offices of a magic circle firm. Her colleagues often joked that she was so popular that you needed to take a ticket and wait your turn to see her, like at a supermarket delicatessen. In particular, she made time to sit with junior lawyers. So if, for example, she had an important call to make to a client, she allowed younger lawyers to listen in. Similarly, if she had a lunch to attend, she would often take a junior colleague along for the experience.

Political ability

Be realistic: personality factors hugely when it comes to judging eligibility for partnership. Consider how well known you are outside your department, and how well liked you are within it. Have you clearly demonstrated your commitment to the firm?

A lawyer who, for example, moves offices in a company shake-up shows flexibility and willingness to make sacrifices for the greater good.

Power Point-less

The aim of the presentation in the partnerhsip selection process is to command the undivided attention of the selection panel. It is therefore probably best to leave the computer and slides at home. PowerPoint has its place, but in this instance you really do need to be the star. All the screen really does is place the focus onto a series of slides.

Short is sweet

Many people underestimate the level of preparation that should go into interviews. I would recommend devoting the same amount of time to preparing as you would spend getting ready for a key meeting with a client. Once you're in there, keep answers short, especially on the topics you are unsure of. And don't learn your answers by heart; they will sound much better if delivered in a spontaneous manner on the day.

You should aim to finish your presentation well under the allotted time. It is often better to give your panel too little information than too much – the more you tell them, the less they will remember.

And finally, rehearsing your presentation to friends or family will ease nerves, familiarise you with the topics that might come up and help you to get the tone right. That tone should be professional, yet also engaging and as relaxed as you can manage.

With the right mindset and lots of practice, success will hopefully be on the horizon.

Jack Downton is the managing director of The Influence Business. He is a former colonel in the Royal Marines.