One thing no one tells you when you graduate as a lawyer is that there are two very distinct paths you can take.
I describe these as the 'Academic Lawyer' and the '360 Lawyer'. Both have their merits, can lead to success, and demand skill and commitment, but they offer very different experiences of the profession and day-to-day life in practice.
The Academic Lawyer
The Academic Lawyer route is usually rooted in larger national or international firms. Work tends to revolve around complex, high-value matters: major corporate transactions, cross-border issues, or large-scale disputes. It offers exposure to sophisticated legal problems and the chance to learn from highly specialised teams. For many, this technical rigor is a brilliant foundation.
The trade-off is that junior lawyers often spend significant time behind the scenes. Early tasks usually involve drafting, research, document management and supporting senior lawyers rather than managing clients directly.
For those who thrive on depth, structure, and immersion in technical detail, this environment can be ideal. For those who crave early autonomy, client contact or responsibility, it can feel distant.
The 360 Lawyer
The 360 Lawyer, often found in regional or flatter-structured firms, experiences the full circle of legal practice from the outset. You are in the room with clients early, managing matters with guidance, and building the business and human side of legal work alongside the technical.
The perception that this route offers 'simpler' work is inaccurate. Many 360 lawyers handle complex, high-value transactions, sensitive restructuring projects, or long-term advisory relationships with significant commercial or emotional impact. The difference lies in visibility, direct involvement, and the breadth of understanding gained early.
What defines the 360 pathway is seeing the whole picture: personalities, pressures, commercial realities, long-term strategy, and human dynamics. You learn not just the law, but judgment, communication, and emotional intelligence, the skills that underpin it.
Understanding yourself
When choosing between these paths, it helps to look inward first. Ask yourself what kind of working life energises you. Think about when you do your best work, what motivates you, whether you prefer predictability or variety, and what culture supports your growth.
Many lawyers discover later that, without a conscious choice, consequences emerge: burnout, disengagement, a sense of not belonging, or the uncomfortable realisation that their career doesn’t reflect who they are. Law is already demanding; doing it in the wrong environment is doubly so.
A simple question can clarify things: would you want to get up each morning and step into that environment, with those colleagues and clients, with a sense of purpose? If that feeling is absent, it may signal misalignment.
Key moments in my career
Early in my career, I attended a meeting with senior leadership at the 360 lawyer firm I had chosen. I was a trainee, surrounded by more experienced lawyers, yet the conversation was unexpectedly open. Partners spoke candidly about career development, making it clear that each of us could play a meaningful part in the business’s future. That transparency ignited my drive to engage with my development, understand the commercial side of the profession, and take ownership of opportunities.
Another pivotal moment came when I led a £7m corporate fire sale in my second year of training. My principal went on leave midway through the deal. There were seven lawyers on the other side; I had no dedicated corporate specialists to lean on. I could have panicked, but instead I focused, worked hard and completed the deal successfully. My client was delighted, and I gained confidence and resilience that have stayed with me for nearly two decades.
These experiences demonstrate how the right environment can empower you to stretch, learn quickly and discover what you’re capable of.
How the profession is evolving
Expectations on lawyers and law firms are shifting quickly. More aspiring lawyers enter through diverse routes, such as apprenticeships or second-career pathways, often bringing maturity, perspective and a strong work ethic.
In larger corporate settings, expectations around speed and availability continue to rise. Service-level agreements, rapid turnaround requirements, and constant updates can reduce space for reflection, turning tasks into tick-box exercises and sometimes devaluing professional input. Automation and AI bring efficiency, but the human elements of legal practice, judgment, empathy, nuance and trust must remain.
Meanwhile, 360 environments tend to emphasise wellbeing, sustainability and visibility. Knowing each person individually, having genuine touchpoints across teams, and contributing to strategic thinking can be deeply motivating for those who value connection and involvement. The culture is often collaborative, human-centred and appreciative of life outside the office.
Lawyers increasingly expect genuine work-life balance, environmental responsibility, thoughtful wellbeing initiatives, modern working conditions and authentic flexibility. These expectations are a positive shift, but only when implemented with depth rather than optics. The tension between maintaining balance and meeting financial targets is delicate; in some high-pressure settings, this becomes a key consideration in choosing the right pathway.
Professional development is changing, too. Promotion is more transparent, structured and inclusive, with deliberate succession planning and steady investment in people. Lawyers want clarity and progression that reflects their individual contributions, strengths and ambitions.
Finding the right fit
Choosing between the academic and 360 pathways isn’t about identifying the superior route. Both build excellent lawyers. What matters is choosing the path that fits who you are today and who you want to become. Consider how you like to work, what motivates you, the pace and culture you thrive in, and the environment that will help you grow.
Outside influences run strong during legal training: peers, tutors, societal expectations and the frenzy of applications all shape decisions. Many aspiring lawyers rarely pause to ask themselves what they truly want. Applications are often sent in bulk rather than with intention, and in that rush, questions about fit, culture and motivation can be lost.
The best choice is the one made consciously, not by default or external pressure. When alignment is right, law becomes more than a career. It becomes a place to thrive, contribute with purpose, and build a meaningful professional life over many years.
Gemma Broadbent is partner and head of corporate & commercial at Goughs Solicitors
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