A couple of commentators noted the announcement by AmLaw 100 firm Hogans Lovells last week that making partner requires “being all in .” According to Hogans Lovell, being all in typically means 2400 hours per year. (Hogans Lovell says it recognizes this “goal” could be achieved by billable hours and “further contributions .” But Hogans is clear that a “significant portion” of these hours will be client chargeable work).
As Hannah Walker noted in her excellent article, an associate would have to work on average 10 hours per day to achieve this goal. In her follow-up article, she correctly points out that it’s not so much that Hogans has a target (many firms have unspoken similar billable hour targets). What’s really noteworthy is that Hogans has publicly thrown down a hours gauntlet to its associates.
I admit I read about this with a bit of dismay, given the world in which the profession now lives. On the one hand, I guess you have to applaud Hogan’s transparency. What it really takes to make partner in most firms is never clearly articulated. In most firms, though, partnership standards clearly exist. But they are just unspoken standards, which places those who may not be familiar with how law firms work ( all too often women and people of color) at a distinct disadvantage.
It sends a message that what really counts is billing hours
But a firm announced 2400 hour quota emphasizes the wrong thing. It sends a message that what really counts is billing hours. It doesn’t emphasize and necessarily incentivize getting a good result for the client. It doesn’t encourage using technology or developing better workflows to be more efficient. To use efficiency and technology for the client’s benefit and be client-centered.
It doesn’t even