The War for Talent: Making the Case for a Culture Fit

When I speak with law firms, two topics come up over and over again—the practical implementation of AI in the practice of law and the challenge of attracting and retaining talent.

Law firms, like all businesses, are in a constant battle for top talent. But when people join a firm—whether as young and enthusiastic lawyers or seasoned practitioners—what is it that truly keeps them there?

Yes, they’ll consider compensation, benefits, remote work flexibility, and other perks. But more than anything, they’re looking for that elusive “good fit.”

And what does “fit” really mean?

It’s not about whether they mirror existing personalities or follow firm traditions. Instead, it’s about belonging – a workplace where they feel valued, can show up as their authentic selves, and see their contributions recognized and celebrated.

Many firms focus on those external incentives – the pay, perks, and policies – but the internal culture and community are what truly set firms apart.

So, here’s the real question: Do you know if your firm offers a strong internal community?

• Do your employees feel connected and engaged, even in hybrid or remote settings?
• Do they see a clear growth path and feel like their voices matter?
• Have you intentionally built a culture of mentorship and collaboration?

Because at the end of the day, firms that invest in culture as much as they do in compensation are the ones that win the war for talent.

So how can firms move beyond assuming they have a strong internal culture and actually measure and improve it?

The first step is understanding who you are as a firm – not just in terms of your leadership, but across every level of your organization. Do you truly know what your lawyers and professionals value and what keeps them engaged?

Many firms never actually ask.

The best firms take the time to measure and assess their internal culture, whether through surveys, focus groups, or structured conversations that provide real insights into what’s working – and what’s not.

But the most successful firms?

They empower their folks to help shape what comes next.

Rather than rolling out top-down initiatives, firms that engage their lawyers and professionals in defining their own focus areas are far more likely to see meaningful progress. Because a one-size-fits-all approach doesn’t work – what resonates in one country or practice group might not be relevant elsewhere.

Firms that commit to gathering data, defining priorities, and fostering ongoing dialogue create cultures that people want to stay in and contribute to.

Okay, so here’s your challenge:

• When was the last time your firm asked its lawyers and professionals what makes them feel engaged?
• Are you relying on assumptions, or do you have real insights into what your people need? (Truly ask yourself this question – it’s much easier to tell yourself that you already know what people want than to ask them, but you MUST ask them)
• How are you empowering them to shape their workplace, rather than just expecting them to adapt to it?

Because the firms that get this right won’t just attract talent—they’ll keep it.