Landing a lateral partner is a visible win. But too often, that’s where the effort stops. Firms celebrate the hire, then leave integration to chance. The result is predictable: laterals who underperform, leave prematurely, or destabilize existing teams.
The firms that get it right know that integration is a challenging part. They treat it as seriously as the hiring process itself and plan for it before the new partner walks through the door.
Growth Strategy Comes First
Laterals succeed when they are hired into a plan, not into a gap. Firms that consistently win at lateral growth annually revisit their practice-level strategies and identify exactly where new partners fit. When hires are only opportunistic, turnover climbs–not only among laterals, but also among existing partners who feel undermined.
Leadership Alignment Isn’t Optional
Laterals pick up on misalignment immediately. If the executive committee isn’t in sync, candidates hesitate, walk away, or don’t last once hired. Unified decision-making sends a message of stability; mixed signals guarantee doubt. Integration starts before the offer letter–when leaders demonstrate they are clear on what makes a good fit and why.
Integration Must Be Owned
This is where most firms stumble. Too many leave integration solely to the practice group or to the lateral themselves. Someone at the firm–an individual or a defined team–must be accountable for post-hire success. That means a documented plan, regular check-ins, and real ownership of outcomes. Without it, laterals are left to sink or swim.
Differentiate Beyond the “Three C’s”
Every firm claims to have a great culture, to be collaborative, and to pay competitively. Laterals have heard it all before. If your value proposition leans on the “three C’s,” you sound like everyone else, and it doesn’t keep a lateral’s book of business with them when they migrate to your firm. Firms that stand out highlight what is truly unique about their platform–their why, and what they stand for. This will give a lateral a competitive advantage in building their practice and cross-selling once they join your firm. That’s the story that convinces strong candidates to join and stay.
The Stakes Are High
Lateral hiring is the largest discretionary investment most firms make. When integration fails, it isn’t just a sunk cost–it erodes confidence inside the partnership and weakens your standing in the market. Firms that succeed treat integration with the same discipline and intensity as acquisition.
How Does Your Firm Measure Up?
The question isn’t whether you can land laterals. It’s whether your firm can make them successful. To see where you stand, download our Lateral Readiness Scorecard and measure your firm against the practices that drive long-term success.
