Identifying Key Players for Attorney Development (ARMS Framework)

Now that we’ve examined what ARMS (Attorney Relationship Management System) delivers (Part 1) and how the framework is structured (Part 2), the next step is determining who will bring the system to life. Attorney development does not happen in a vacuum. It depends on the people responsible for guiding, supporting, evaluating, and mentoring attorneys throughout their careers.

In Part 3 of the ARMS series, we outline the key players shaping ARMS' success and explain how to position them for effective participation.

Identify Key Players

Before a law firm can successfully implement the ARMS, it is essential to identify the key individuals responsible for driving and participating in the process. These individuals, referred to as key players, are critical to the success of ARMS. Without a clear understanding of who these players are and what roles they play, it becomes difficult to assign responsibilities, set expectations, or generate buy-in across the firm.

Why Identifying Key Players Matters

Identifying the right people early creates the foundation for a successful ARMS implementation. It provides:

There are two primary groups of key players within the ARMS structure: Firm Leaders and the Attorney Group. Each group includes multiple roles, some of which may overlap depending on the size and structure of the firm.

Group 1: Firm Leaders

Firm Leaders are responsible for managing, curating, implementing, tracking, and monitoring the ARMS program. This group typically includes:

• Equity Partners
• Managing Partners or Managing Attorneys
• Firm Administrators
• Directors of Professional Development or Operations
• Practice Group Leaders
• Supervising Attorneys or others with formal oversight responsibilities

Leaders ensure that ARMS remains aligned with the firm’s strategic goals and operational realities. Depending on the firm's structure, their involvement may vary in scope.

For example: 

• In mid-sized or larger firms, equity partners or managing attorneys may set strategy, while firm administrators support operational rollout, and senior attorneys provide mentorship and day-to-day oversight.

• In smaller firms, the equity partners may play a more hands-on role in all aspects of ARMS, from setting performance expectations to conducting evaluations and coaching attorneys.

Ultimately, firm leaders must take ownership of ARMS, ensuring that each component of the system is implemented with intention and continuously supported. Their commitment and guidance set the tone and establish credibility for the entire process.

Group 2: The Attorney Group

The Attorney Group includes the individuals who will be directly developed, evaluated, and supported through ARMS. These attorneys are the primary beneficiaries of the system and contribute to its success through their engagement and participation.

This group may include:

• Associate Attorneys

• Senior Associates

• Income Partners

• Of Counsel Attorneys

• Contract Attorneys (depending on engagement structure)

Some attorneys, particularly senior associates, income partners, or of counsel attorneys, may play dual roles, acting as both participants and supervisors or mentors within the ARMS framework. In these cases, an attorney may both receive and provide support within the system,  contributing to its feedback loop and reinforcing firm culture.

Recognizing these dual responsibilities early in the planning process is crucial. It ensures that attorneys in supervisory roles receive the training, clarity, and bandwidth needed to support others while continuing to grow in their own roles.

Understanding Capacity and Role Fit

Identifying the right players is only one part of the equation. It’s equally important to know how much time and capacity each person has to support ARMS in a meaningful way. Often, introducing ARMS means adjusting current responsibilities. This may involve shifting priorities, reassigning certain tasks, or freeing up key individuals’ schedules so they have the capacity to lead, mentor, and evaluate effectively.

If roles are overloaded or unclear, ARMS can be perceived as a burden or “one more thing to do.” But when time and responsibilities are aligned intentionally, it becomes a core business function that supports the firm's long-term stability and profitability.

Choosing and Preparing Your Key Players

Before diving into the full implementation of ARMS, firms carefully identify who should lead, manage, and participate in the system.

Consider key factors such as:

• Experience and seniority

• Communication and leadership ability

• Alignment with the firm's values and strategic goals 

• Ability to provide constructive feedback and mentorship

Strong systems start with the right people. ARMS succeeds when responsibilities are realistic and leaders have the time and space to support, mentor, and evaluate effectively.

Equally important is ensuring that key players understand not just “what" the system is, but the “why” of it. If they believe in the purpose behind ARMS and model that commitment, the system gains credibility.  When the right people are identified, supported, and aligned with the firm’s goals, ARMS becomes far more than a structured process. It becomes a powerful driver of performance, satisfaction, and retention across the firm.

What’s Next?

Next, in Part 4: Foundational Analysis:  Culture, Economics, and Your Current Systems, we will explore the first major segment of ARMS. You’ll learn how cultural analysis, economic analysis, and performance management review work together to create the data-driven foundation for a stronger attorney development system.

Not sure where to start?

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