As firms become more selective about lateral hires, how are they quantifying ‘cultural fit’, and does this risk creating homogeneity?
There’s a fine line between cultural fit and cultural sameness. Many firms are protective of their established identity—the systems, expectations and internal rhythms that keep things functioning smoothly—so anything outside that profile can appear risky.
What we’re seeing now is a far more deliberate approach to evaluating fit. Firms are adding additional interview stages, involving lawyers across multiple offices and seniority levels, and leaning heavily on the informal “no-a**hole test” to assess how a lateral will operate day-to-day.
There was a time when a top-tier pedigree—T14, elite firm background—was enough to carry someone through the process regardless of personality alignment. That’s no longer the case. Firms want strong credentials, but they also want people who enhance the culture, not simply match it on paper.
If a candidate realises during the interview process that the firm’s culture isn’t right, how can they adapt or exit gracefully without harming their market reputation?
I wouldn’t advise anyone to contort themselves to fit a culture that doesn’t align. Preparation and due diligence matter—you can mirror an interviewer’s pace or tone without compromising who you are—but forcing a fit almost always reads as inauthentic, and usually signals that the role won’t be sustainable long-term.
Exiting gracefully is simple: send concise, appreciative notes to interviewers thanking them for their time, and explain that you’re pursuing another direction, accepting an alternative offer, or pausing your search. Directness, delivered politely, is always respected in this market.
What do employers need to implement in 2026 to succeed?
Firms must continue assessing cultural fit, but with an understanding that new generations of attorneys bring valuable strengths—particularly around AI, emerging tech, and evolving workplace expectations. Younger lawyers often excel in these areas and place high value on environments that embrace innovation. Firms that welcome fresh perspectives and modern approaches, while maintaining high standards of professionalism and commercial acumen, will put themselves at an advantage in the years ahead.
What are your top three tips for legal professionals looking to enhance their prospects in 2026?
First, invest in AI and legal tech skills now—don’t wait for your current or future firm to train you. Entering an interview with demonstrable proficiency positions you as a forward-thinking asset from day one.
Second, sharpen your business acumen. The demand for lawyers who understand not just the law but the commercial, financial and interpersonal dynamics behind a deal continues to rise. Attorneys who can navigate business realities are consistently more sought after.
Finally, assess what you contribute to a firm’s culture. Ask yourself honestly: Would I hire me, and why? Understanding what you offer beyond technical capability helps articulate your value and strengthens your personal brand in a highly competitive market.