Growth in legal practice is not defined by tenure alone. It is the result of sustained exposure to complex work, increasing responsibility and the ability to translate learning into sound judgment. As lawyers progress in their careers, their roles and expectations evolve significantly, shaped by both structured development programmes and the informal learning that occurs through day-to-day practice.
Structured learning plays a central role in guiding this progression. It establishes a common foundation of expectations, standards and competencies across the firm, ensuring consistency and clarity as lawyers grow. Over the past year, this has taken the form of curated CLEs, leadership programmes, technology training, and role-specific functional and behavioural workshops - each designed to build capability in a deliberate and consistent way.
However, the real impact of structured learning extends beyond formal sessions. It lies in fostering a culture where learning is continuous and embedded in everyday practice. This can be through conducting or attending CLEs, sharing deal briefs, deep-diving into sector trends, participating in mock negotiations and trials in a guided environment and leading focused learning discussions in smaller groups. These touchpoints help translate theory into practice and reinforce shared knowledge into daily work. That said, structured learning alone does not shape the full arc of a lawyer’s professional growth. Much of what defines a practitioner is learned informally. Day-to-day practice remains one of the most powerful learning tools. Observing how a senior partner navigates a difficult client call or structures advice when the answer isn’t binary, offers learning no other experience can replicate. Over time, taking notes, seeking feedback and staying curious refines one’s approach to problem solving. Informal learning is further strengthened through peer interactions - sharing perspectives, learning from colleagues’ experiences across similar transactions and collaborating across practice groups. Transition programmes often sit at the intersection of both structured and informal learning. As lawyers move up the ladder, understanding what the next role truly demands becomes essential. Structured transition programmes create space for experienced lawyers to share real-world experiences - what changed, the challenges they navigated, and the best practices that helped them succeed.
At the leadership stage, the focus of learning evolves further. The emphasis moves from technical mastery to leadership and strategy. Formal initiatives like leadership workshops, business development training, and practice management sessions are complemented by informal learning through mentoring juniors, setting examples through daily practice and collaborating with peers. At this level, learning is defined not just by sessions but by how one shows up every day - handling clients, navigating team dynamics, maintaining quality and exercising sound judgment. Importantly, neither structured nor informal learning is effective in isolation. Relying solely on informal learning can lead to uneven development, while structured learning without practical reinforcement risk remaining theoretical. Blending them thoughtfully for instance, pairing a CLE or a mock negotiation with a peer debrief, helps ensure learning translates into capability.
Ultimately, growth in the legal profession is gradual and deeply interconnected. Structured learning opportunities, when combined with individual effort, reflection and willingness to share knowledge, shape not only individual careers but also the learning culture of a firm.
