Stop Grading Lawyers on Hours—Start Measuring Results That Clients Value

The Hidden Flaw in Traditional Reviews

Let me guess—you’ve sat in a performance review where the first (and sometimes only) number on the table was billable hours.

Because that’s how most law firms still measure lawyers: time. And besides, it seems logical—the more hours you record, the more revenue the firm earns. But here’s the problem: hours don’t capture impact.

Naturally, a lawyer can bill 2,000+ hours and still leave a client frustrated. Or spend fewer hours but deliver an outcome that protects millions in value. When firms measure only hours, they miss the real story of performance.

Why Project-Based Reviews Matter

Normally, reviews focus on efficiency, utilization, and technical skill. But clients don’t buy hours—they buy solutions. They ask:

• Did my lawyer help me achieve my goal?
• Did the work align with my business priorities?
• Did the matter move forward without unnecessary friction?

That’s why project-based performance reviews matter. They shift the lens from time spent to value created.

And because projects are the natural unit of work in law firms—litigation matters, M&A deals, compliance investigations—they provide a clearer way to judge how lawyers contribute.

How Project-Based Reviews Foster Fairness

Besides client alignment, project-based reviews also solve an internal problem: fairness.

• Equal credit for different roles: Associates who research, draft, or manage workflow can be recognized for the outcomes they shaped, not just the hours they logged.
• Reducing bias: Instead of relying on memory, reviews can reference project milestones, client satisfaction, and team feedback.
• Broader recognition: Lawyers who improve efficiency, manage client expectations, or mentor juniors on a project are rewarded for impact, not invisible labor.

At SRA, we’ve seen how structured project-based reviews highlight the “hidden work” that often goes unnoticed in traditional systems.

Building a Project-Based Review Framework

That’s why we recommend firms move step by step toward project-based systems:

1. Define project outcomes – Was the deal closed successfully? Was the litigation strategy advanced? Did the compliance review reduce risk?
2. Gather multi-source feedback – Capture input from partners, associates, clients, and even peers who saw the project unfold.
3. Link feedback to growth – Use the review not just to rate performance but to discuss skills developed during the project.
4. Track lessons learned – Build a library of best practices from completed projects to guide future teams.

Naturally, this doesn’t replace traditional metrics altogether. Hours, efficiency, and quality still matter. But when firms combine them with project outcomes, they create a fuller and fairer picture.

The Bottom Line

Of course, law firms succeed when clients succeed. That’s why measuring lawyers by project outcomes makes sense—it aligns associate growth, partner leadership, and client satisfaction in a single system.

At SRA, we believe performance reviews shouldn’t just count hours. They should capture impact, drive fairness, and turn projects into learning opportunities. Ready to move your firm beyond hours and toward outcome-based reviews? Let’s talk about how SRA can help you design project-based performance systems that reward impact and strengthen client trust.

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