Helen Cowan

Strategies to tackle the unique challenges of parental leave as a professional services Partner

Introduction

As any parent will tell you, having children is a life-changing event that impacts nearly every aspect of life – including one’s career. At The Tall Wall, we coach working parents in professional and financial services before, during, and after their leave, helping them transition smoothly in and out of the workplace. We also support line managers, who often feel unprepared to guide a colleague through parental leave and manage team dynamics during their absence.

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The challenges of being a working parent are significant, but they become even more complex when that parent is a Partner in a professional services firm. Equity Partners are typically self-employed, meaning they lack employee rights and must build their own 'business' within the firm’s framework. This raises unique concerns when they go on parental leave, such as:

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Who will manage my clients and book of business while I’m on leave?
How can I ensure my clients return to me when I come back?
How much time can I take off, and what risks are involved?
What’s the best way to stay in touch with my clients while on leave?
How can I ensure my associates continue receiving pastoral support?
How will my fellow Partners perceive my absence and return?
How can I manage feelings of guilt about relying on colleagues during leave?
How will my financial package be impacted, and what is fair?

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Over the years, we’ve heard concerning stories from Partners who struggled to return to work after having children. Here are three real-life examples:

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A salaried female Partner, three years into her role, returns from seven months of maternity leave to find her three core clients permanently reassigned to other Partners. With no firm intervention, she must rebuild her practice from scratch, delaying her move into Equity by two years.
A female Equity Partner, two years in her role, goes on leave mid-financial year. While she is away, the firm finalises Partner profit shares and disregards her six months of contributions, deciding to 'revisit it next year'. She is forced to fight for her financial entitlement while on maternity leave.
A first-year salaried female Partner takes six months of maternity leave with her first child. Concerned about maintaining her practice and the lack of Partner support, she spends significant time networking, reviewing deliverables, and even speaking at a conference eight weeks postpartum. By the time she returns, she is exhausted and resentful.

These situations are rarely driven by malicious intent. Instead, they result from a lack of planning, policy, and communication.

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At The Tall Wall, we encourage firms to recognise the specific needs of Partners taking parental leave. As more young women enter Partnership (a positive trend!) we are going to see more Partners go on parental leave and so getting an agreed policy and process in place is vital. This is important to enable that Partner to thrive but also for junior professionals who observe how Partners manage career and family responsibilities. If they don't see it working, they may reconsider aiming for Partnership, creating long-term succession challenges for firms.

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How firms can support partners on parental leave

Develop a dedicated Partner parental leave policy that covers financial and operational considerations.
Hold a structured conversation with the Partner and their Practice Head 2–3 months before leave to create a documented plan for managing their practice during and after leave.
Offer specialist parental coaching for Partners before, during, and after leave to provide both emotional and practical support.

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What Partners going on leave can do

Create a comprehensive plan covering all client work, including all RACI (responsible, accountable, consulted, and informed) elements which can be tested with supportive Partners and then used in communications and agreements with Practice Head.
If your firm does not initiate a conversation, schedule a meeting with your Practice Head (or an influential Partner in your team) to outline the above and more broadly how you’d like your parental leave to work.
Consult HR about financial and operational considerations. Do this as soon as you notify the firm of your pregnancy, allowing time to address any potential issues.
Plan how you want to stay connected while on leave and clearly communicate this to internal and external stakeholders.

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If you’d like to learn more about how The Tall Wall supports Partners in professional services firms, get in touch at hello@thetallwall.com. You can also explore our wider parental coaching services here.

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