David had been telling himself the same story for three years: “If I just keep my head down and do excellent work, the credit will sort itself out.” As a newer partner, he’d watched deal after deal where his contributions seemed to vanish into the ether, absorbed into someone else’s origination numbers. The Meridian deal was the final straw. He’d managed the entire due diligence process, coordinated with four different practice groups, and got a personal acknowledgement from the client. Yet when he looked up the credit allocation, his name was nowhere to be found.
That night, David realized his silence was costing him more than recognition. It was systematically undermining his future at the firm. Without origination credit, he had no data to demonstrate client relationship skills during partnership discussions. His business development metrics looked identical to two years ago, despite working on increasingly sophisticated matters.
The Hidden Price of Avoiding the Conversation
When you don’t advocate for appropriate credit allocation, you’re not just missing out on recognition. You’re systematically undermining your future at the firm in ways that compound over time.
Your business development metrics stagnate, making you appear less valuable during compensation discussions. Without credit, you lack the data to demonstrate your client relationship skills and business acumen — two critical factors in evaluating your value as a partner. Meanwhile, your confidence erodes as you watch colleagues with similar skill levels but better credit numbers advance more quickly.
Perhaps most damaging, you inadvertently train your colleagues that your contributions can be overlooked without consequence. This creates a pattern where you become the “go-to” person for complex work but never the “go-to” person for client relationships or business development opportunities.
The Neuroscience of Avoidance
Why do accomplished lawyers, people who negotiate million-dollar deals daily, struggle with internal credit conversations? The answer lies in our brain’s threat detection system. When we perceive a potential conflict with someone we respect or depend on, our amygdala triggers the same fight-or-flight response our ancestors experienced facing physical danger.
This neurological reaction explains why the thought of approaching a senior partner about credit allocation can feel genuinely threatening, even when logic tells us it’s a reasonable business discussion. Understanding this biological response is the first step in overcoming it.
The Relationship Paradox
The other reason many new partners avoid credit conversations is that they worry that it will negatively impact the relationship with the senior partner. Here’s what most lawyers get wrong: avoiding credit conversations doesn’t preserve relationships. It slowly poisons them. When contributions go unrecognized, resentment builds beneath the surface. You start interpreting neutral interactions through a lens of frustration, and your colleagues sense the shift without understanding its source.
Conversely, when handled professionally, credit allocation discussions actually strengthen working relationships. They demonstrate that you understand the business side of law practice and can navigate complex interpersonal dynamics, both essential partnership skills. They also provide clarity that prevents future misunderstandings and creates a framework for more transparent collaboration.
Your Monday Morning Action Plan
The difference between lawyers who build books of business and those who don’t often comes down to three simple steps. Here’s exactly how to have the credit conversation—no guesswork, no anxiety, just a clear roadmap you can follow.
Step 1: Time It Right Have this conversation within 48 hours of being assigned significant responsibility on a matter. Don’t wait until the work is done because by then, expectations will already be set.
Step 2: Use This Exact Script Find a time to connect with them either in person or virtually:
“Hi [Partner’s name], I wanted to touch base about the [matter name]. Given that I’ll be [specific responsibility – managing client communications/leading due diligence/coordinating with co-counsel], I’d like to understand how we’re thinking about credit allocation. What makes sense to you?”
Step 3: Listen, Then ClarifyAfter they respond, confirm your understanding:
“So if I’m hearing you correctly, you’re thinking [repeat what they said]. That works for me” or “I was thinking something closer to [your proposal] given [specific contribution]. What are your thoughts?”
When They Push Back: Your Response Toolkit
Even the most reasonable partners sometimes resist credit conversations, often using predictable responses that can catch you off guard. Here are the four most common pushbacks and exactly what to say in response.
If they say: “Let’s see how it goes” You say:
“I understand wanting to see how things develop. Can we agree on a baseline percentage now, with the understanding we can adjust based on how responsibilities evolve?”
If they say: “Credit isn’t really important” You say:
“I appreciate that perspective. For my own business development tracking and partnership discussions, having clarity on this helps me understand my role better. What percentage reflects the client relationship responsibility you’re envisioning for me?”
If they say: “I thought you were more of a team player” You say:
“I’m absolutely committed to the team’s success. That’s exactly why I want clarity on this. When everyone understands their role and gets appropriate recognition, it actually strengthens the team. I’m not looking to take credit away from anyone; I do want to make sure my contributions are accurately reflected.”
If they get defensive: “Are you questioning my judgment?” You say:
“Not at all. I have complete confidence in your leadership on this matter. I’m just trying to understand expectations so I can focus on delivering great work for the client.”
After any credit conversation, send a brief email within 48 hours:
“Thanks for the conversation about credit allocation on [matter]. Just to confirm my understanding: I’ll be handling [specific responsibilities] and we agreed on [percentage] origination credit. Looking forward to getting started.”
What If You’ve Already Missed the Window?
If you’re mid-matter and haven’t had this conversation, it’s not too late. Use this approach:
“I realize we never discussed credit allocation on the Johnson matter. Given that I’ve been managing the client relationship and leading the negotiation strategy, I wanted to understand your thinking on origination credit. What makes sense from your perspective?”
Your Weekly Credit Audit
Every Friday, review your active matters and ask:
- Have I clarified credit allocation on each significant matter?
- Am I getting appropriate recognition for client relationship work?
- What conversations do I need to have next week?
The Strategic Value of Your Voice
Every time you advocate appropriately for credit recognition, you’re not just protecting your current interests; you’re investing in your future. You’re building the business development track record that will fuel your long-term success, developing the relationship management skills that distinguish successful partners, and establishing yourself as someone who understands the business of law.
The lawyers who advance most successfully in today’s competitive legal market are those who combine excellent legal skills with strong business acumen. Credit allocation conversations are where these two skill sets intersect.
Your contributions deserve recognition not because it’s “fair,” but because it’s good business. When credit flows to the people actually developing and managing client relationships, firms make better strategic decisions about client development, team composition, and partnership advancement.
The cost of silence is simply too high to bear. Your future self – you know, the one with a thriving book of business and a seat at the equity partnership table(!) – is counting on you to find your voice today.
The Bottom Line
Credit allocation conversations feel uncomfortable because we make them rare and high-stakes. Make them frequent and low-stakes instead. Use the scripts above, have the conversation early, and follow up in writing.
