Page 6 - November December CBA Report

Relationships,
Reputation,
and the Road Ahead:
Building a Sustainable
Legal Career
By Kate Christoff
“It’s not just what you know — it’s who you know.”
This timeless phrase rings especially true in the legal profession,
where technical skill, while essential, is only part of the equation.
The early years of a legal career are formative — not just in terms
of practice but in how you begin to shape your identity, reputation,
and relationships in a demanding and interconnected profession.
To succeed in law, you must cultivate more than knowledge.
You must build a network, live by a strong ethical code, and
approach your career with strategic intent. This article explores
how young attorneys can position themselves for long-term
success through relationships, reputation-building, and inten-
tional career planning.
Building Your Internal Board of Directors
No one succeeds in law alone. A sustainable legal career
depends on your ability to surround yourself with individuals
who are invested in your growth, your personal board of direc-
tors. These individuals can come from various stages of their
own careers and serve different, equally important roles in your
professional life. Some may be law school classmates or current
colleagues, but some must be from different backgrounds and
have had unique experiences to offer a wide range of perspective.
Key Relationships to Cultivate:
•
Peers: Share experiences, challenges, and early career lessons.
Your peer group can become a foundational support network,
helpful outside counsel, and referral sources down the road.
•
Mid-Level Attorneys: These attorneys are only a few years
ahead of you and are well-positioned to offer actionable
advice. Ask them how they advanced, what early mistakes to
avoid, and how to approach the next few years.
•
Member of the C-suite, Experienced Attorneys and Part-
ners: These are the gatekeepers of opportunity. They have
the networks, clients, and institutional knowledge that can
accelerate your growth. Attend events with them, ask ques-
tions about the interworking of your organization, and listen
closely and pay attention. Be present where they are. Yes, that
might mean investing in formalwear to be ready for the occa-
sional gala or charity event.
Importantly, these relationships must be mutual. The phrase
“need a friend, be a friend” applies here. Don’t view mentorship
or networking as one-sided. When you invest in others, the return
is often exponential.
Also, consider leveraging existing affiliations, such as under-
graduate alumni groups, high school connections, or fraternal/
sorority organizations. Volunteer or engage in these organizations
to expand your reach. Relationships don’t need to be transactional
to be valuable.
Authenticity Is Not Optional
Law is a relationship business, and successful relationships,
personal or professional, require authenticity.
You are a counselor at law. Clients, colleagues, shareholders,
and even adversaries trust those who demonstrate genuine invest-
ment, not just in outcomes, but in people. If you want to provide
meaningful counsel, you must be appropriately engaged in your
work and community.
Authenticity cannot be manufactured. People will sense insin-
cerity quickly, and trust, once broken, is difficult to rebuild.
How to Build and Sustain Your Network
Your network is built over time, not in bursts, but through
consistent, thoughtful engagement.
6 THE REPORT | November/December 2025 | CincyBar.org