Succession planning in law has traditionally been something firms acknowledge as important, but rarely prioritise until circumstances force the issue. Often framed around retirement or long-term exit plans, it has tended to sit quietly on the horizon while day-to-day pressures, client demands and short-term hiring needs take precedence. As we head further into 2026, that approach is becoming increasingly difficult to justify.

Succession planning in law is no longer just about who steps into senior roles when someone leaves. It is about continuity, resilience and ensuring that firms remain commercially stable in a market where talent is more mobile, competition is intense, and client expectations continue to rise. Firms that address succession early retain greater control over their future. Those that delay often find themselves reacting under pressure, with limited options and rising costs.

Looking Beyond Retirement

One of the most persistent misconceptions around succession planning in law is that it begins and ends with retirement. In reality, effective succession planning starts much earlier and covers far more ground. It includes leadership continuity, client relationship ownership, supervision structures, and the long-term development of people who will shape the firm’s future.

This broader view is reflected in the Law Society of Scotland Journal article Beyond retirement: how succession planning is reshaping the future of high street legal firms, which explores how firms are increasingly rethinking succession as a strategic issue rather than a late-stage conversation. While the article focuses on high street practices, the themes apply widely. Where firms rely heavily on a small number of individuals for knowledge, reputation or client trust, succession planning becomes essential to long-term sustainability, not simply an administrative exercise.

The Human and Cultural Challenges of Succession

Succession planning in law is rarely straightforward because it’s not just a structural or operational issue. It is also deeply human. Conversations about succession can touch on identity, legacy, loyalty and control, which is why they are often postponed or handled cautiously.

Legal Futures explores this tension in Law firm succession: faithfuls or traitors, highlighting how emotionally charged succession discussions can become and why firms sometimes struggle to move from intention to action.

The article makes a useful distinction between succession as continuity and succession as disruption. Firms that treat succession as a threat to stability often resist change, whereas those that view it as part of responsible leadership are more likely to engage openly and plan effectively. In practice, separating leadership, management and ownership succession allows firms to address each issue on its own terms, rather than forcing a single solution onto complex realities.

Why Succession Planning So Often Falls Short

Despite widespread awareness of its importance, succession planning in law continues to fail more often than it succeeds. The reasons are rarely technical. More commonly, firms underestimate the time, structure and commitment required to make it work.

A useful external perspective comes from Canada in Why law firms keep failing at succession planning and how to do it right, published by Canadian Lawyer. And, while the article is written for a Canadian audience, the lessons translate easily to the UK market. It highlights how many firms focus heavily on growth and client acquisition, while giving far less attention to exits, transitions and long-term capability. Succession planning becomes reactive rather than strategic, addressed only when a departure becomes unavoidable.

This pattern leaves firms exposed. When experienced lawyers leave unexpectedly, the impact is felt immediately across workload, supervision and client service, often forcing rushed hiring decisions that could have been avoided with earlier planning.

Where Succession Planning in Law Meets Hiring

Succession planning in law cannot sit in isolation from legal recruitment. In reality, the two are inseparable. A clear succession strategy should actively inform how, when and why firms hire.

Firms that understand where future gaps are likely to emerge can recruit with intent. They build depth within key practice areas, reduce reliance on single individuals, and hire with progression and leadership potential in mind rather than simply filling today’s vacancy. This approach gives firms greater control over timing, budget and cultural fit.

It also strengthens retention. Lawyers are increasingly selective about where they build their careers, and progression visibility plays a major role in that decision. Where firms cannot articulate a future pathway, they risk losing the very people they hope will become their next generation of leaders.

Governance, Ownership and Legal Readiness

Succession planning often unravels not because firms lack capable people, but because governance structures fail to support transition. Ownership, decision-making authority and legal documentation all shape how smoothly succession can take place.

KPMG’s recent insight piece Family businesses must prioritise legal readiness addresses this challenge from a family-enterprise perspective, but the principles apply equally to many owner-managed law firms.

The article reinforces the importance of separating ownership and management succession, clarifying roles, and ensuring legal frameworks support continuity rather than conflict. For law firms, this often means addressing partnership agreements, governance models and long-term funding structures well before transition becomes urgent.

What Effective Succession Planning Looks Like in 2026

Succession planning in law does not require complex frameworks or one-off exercises. It requires consistency, honesty and alignment between leadership, hiring and development.

Effective plans tend to share common features. Firms identify roles and relationships that carry the greatest risk, develop internal talent through exposure and responsibility, and use recruitment strategically to strengthen depth rather than patch gaps. Succession becomes an ongoing process, reviewed regularly and adjusted as the firm evolves.

This approach reduces reliance on emergency hiring, supports retention, and gives both clients and employees confidence in the firm’s future.

About Clayton Legal

Clayton Legal is a specialist legal recruitment consultancy working with law firms and legal professionals across England and Wales. We support permanent, interim and strategic hiring across a wide range of practice areas and seniority levels.

Alongside immediate recruitment needs, we work closely with firms on longer-term workforce and succession planning in law. That includes building future leadership pipelines, strengthening teams ahead of growth, and providing market insight to support informed hiring decisions. Our approach is consultative, insight-led and tailored to the specific challenges facing each firm.