Steve Scissors CWCP WCLS | Chief Client Officer | Evans & Dixon

Mary Rainmaker, aged 60, has just announced her retirement.

Ideally, succession planning takes years if doing it correctly, with the goal of building trust with the new lead attorney(s) ahead of an official retirement date. 

While Mary had some associates, there is simply too much work for them to take on and much of the work requires a more experienced attorney. The managing partner and group leaders plan to get together next week with Mary to review her list of clients to ensure they experience a favorable leadership transition. 

Rather than thinking about succession planning as transactional, firm leadership would be best served by approaching each client account with a matchmaker mentality – focusing solely on who would benefit the client.

Here are key questions to ensure a smooth transition that adds value and strengthens client relationships:

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• Who has the relationship with the contacts at the client level?
• What other attorneys in the firm are also working with and/or have a good relationship with that client beyond Mary and her practice team?
• Which attorneys have clients in the same industry?
• Which clients have the potential for growth both in cross-selling and scaling along with which clients have no opportunity for growth?
• Which attorneys are licensed in more than one state? Some clients like having fewer attorneys handle their matters.
• What market are the matters are taking place? 
• Which clients are dormant and why?
• Which attorneys have the right personality fit for the client? Aligning work styles and communication preferences strengthens the relationship.

In addition to asking these questions, review the profitability of the client and look to address any red flags.

A seamless transition isn’t just about this internal coordination—it’s about proactive, face-to-face introductions and meaningful conversations organized by Mary with her clients and including her successor(s). Whether through in-person meetings, Zoom calls, or well-structured client touchpoints, the goal should be to instill confidence and reaffirm the firm’s commitment to each client’s success.

Handled correctly, these transitions can transform into catalysts for growth, relationship-building, and a stronger, more adaptable firm. The key is to act with both urgency and strategy—because in the end, how you handle these unique, one-off moments defines the firm’s future.