Client relationships are the lifeblood of a law firm – often built over years, or even decades, by a single trusted attorney. Trust is an asset that can create vulnerability. When a senior lawyer retires or suddenly departs, what happens to the client, or clients, that have come to trust them?

Law firm succession planning for client relationships is about avoiding disruption and strengthening a firm’s long-term value. However, many firms avoid or delay these conversations until it’s too late – risking client attrition, weakened relationships and stalled growth.

The Risk of Over-Reliance

Clients often see their relationship with outside counsel as a one-to-one dynamic. While that trust is a testament to the lawyer’s work, it can be a liability for the firm when succession hasn’t been thoughtfully managed.

Without a plan, firms may face:

• Client hesitation or dissatisfaction
• Loss of institutional knowledge
• Weakened cross-selling opportunities
• Increased vulnerability to competitors
• Loss of revenue
• Leadership gaps and internal confusion

This is where succession planning comes into play.

What Succession Planning for Clients Should Look Like

Firms that succeed in protecting client relationships during transitions treat succession planning as a gradual, strategic process. Successful planning takes place over a long period of time – it’s not a handoff that happens two months before a retirement date.

An effective client succession plan typically includes:

• Client team structures, not solo relationships
• Shadowing key calls, meetings and strategy sessions
• Gradual introduction of next-generation attorneys, long before a transition is finalized
• Clear internal ownership plans that define who will lead the relationship and how communication will be handled
• Proactive outreach to the client, reinforcing confidence in continuity

The goal of succession planning isn’t to inform the client that they will be working with a new lawyer; the goal is to ensure that by the time the transition happens, the client already sees the new attorney as a trusted member of their team.

Building Client Trust Through Team-Based Service

The most successful transitions occur when the client already knows and trusts the next generation of attorneys. That trust is built through consistent involvement, clear communication and meaningful contributions. Positioning up-and-coming attorneys early and authentically helps clients see them as an extension of the team, not a replacement.

To achieve this, firms should prioritize:

• Early introductions: Don’t wait until a transition is imminent. Get lawyers involved in day-to-day work and strategic discussions as soon as possible.
• Joint problem-solving: Invite successors to contribute ideas and lead smaller components of a matter.
• Visibility beyond email: Involve next-gen attorneys in pitch meetings, client site visits and industry events – putting a face to the name is key.
• Clear communication: Be transparent with clients about evolving roles and ensure they feel supported every step of the way.

Clients value consistency, responsiveness and confidence in who’s handling their matters. Creating a strong client team helps deliver those traits at every stage.

The Role of Business Development in Client Transitions

Don’t leave succession planning to chance; leverage your business development team for data, structure and strategic insights that can transform your transitions from reactive to intentional.

Marketing and business development support can include:

• Relationship audits: Identifying which clients are overly dependent on a single lawyer and building plans to diversify contact
• Strategic planning: Mapping key accounts and identifying succession risks and opportunities
• Communications support: Drafting messaging around transitions that emphasize stability and strength
• Profile building: Elevating the visibility of successors through thought leadership, client alerts and speaking engagements
• Tracking client engagement data: Don’t leave transitions up to gut instincts – marketing and business development professionals can track client engagement, ensuring transitions are informed by data.

Ultimately, involving business development early ensures that succession planning is not just about replacing a name on a file—it’s about delivering continuity with intention and clarity.

Avoiding Common Pitfalls

Even the most well-intentioned law firms can encounter roadblocks. Without a plan, succession efforts may stall or completely backfire.  

Common pitfalls include:

• Waiting too long to involve successors in key relationships
• Assuming attorneys “will grow into it” without formal training or support
• Failing to communicate the plan internally, creating confusion and potential turf wars
• Not preparing the client—some clients may interpret a quiet transition as a sign of instability
• Not having a contingency plan in place for sudden unexpected events, like a sudden health crisis

Avoiding these missteps requires more than intention; it requires coordination, transparency and a shared commitment to client continuity. Client succession should be approached as a firmwide effort, bringing together leadership, relationships partners, business development teams and clients – early on and often.

Three Steps for Law Firms to Launch a Client Succession Strategy

If your firm hasn’t developed a formal client succession strategy, it’s never too late to start. Here are three steps to take now:

1. Identify the top 25 client relationships where the firm is most reliant on a single partner, and which attorneys would be a good fit for the client in the future.
2. Map a plan for how to gradually introduce additional attorneys and reduce dependency on a single person.
3. Engage clients in the process, making them part of the transition rather than bystanders to it.

Client succession isn’t just about protecting what you’ve built — it’s about setting the stage for long-term success. By starting now, firms can turn potential risk into an opportunity to demonstrate consistency, commitment and continued value.

Planning for the Future

Client loyalty is earned through years of consistent, high-quality service. Preserving that trust across generations is one of the most strategic investments a law firm can make. With early planning, open communication and the right support, client transitions don’t have to be a risk, but rather a chance to strengthen relationships for the long haul.