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Posts tagged with "Managing Up"

The Generational Disconnect Between Law Firm Partners & Associates

By: David B. Sarnoff, Esq., With Natalie Loeb, Gordon Loeb & David Robert

Editorial Note: We changed the names of those interviewed for this article to maintain their anonymity.

When I was a junior associate in the mid-1990s, partners and associates were able to connect over common life experiences, in how we grew up and began our careers. Even though many of the partners were more than 20 years my senior, we were all raised before the Internet and cell phones, we were content with seven channels on television, we went to the movies and rode our bikes to the park. Despite the technological advancements in the 90s, many functions at our firm were still being done manually or with limited automation. I recall bates stamping documents by hand and researching caselaw in a physical library with the help of books (gasp!), digests, reporters, and supplements.[1]

Over 20 years later, law firm life has changed dramatically. We often hear from our leadership training clients about the generational disconnect between junior associates and partners, creating challenges to a productive workplace culture. The common threads in these stories include a lack of mutual understanding of each other’s needs, how others communicate, give and receive feedback, and collaborate.  This may be the result of having fewer common life experiences than with the previous generation.

I spoke at length with an attorney, Michael, who has practiced law for over 25 years and was a partner at an AmLaw 100 firm. He recalled the excitement he felt after graduating from a prestigious law school and starting his career at a large New York firm. From the first day on the job, he felt a deep sense of commitment to the firm and aspired to be a partner. He doesn’t see the same commitment from the new generation of associates.

Michael discussed how when he was a junior associate the practice of law involved more human interaction, collaboration, and mentoring. With respect to the law firm library culture, he said, “I would analogize it to the college experience. At the law library, there were always a group of young associates talking to one another at the reference desk or at each other’s table.” Practicing law was a social activity. “I think it built some esprit de corps,” Michael added, and would lead to establishing relationships outside of work.

Document reviews, or due diligence trips, presented additional opportunities for attorneys to strengthen their bond. During the early part of Michael’s career, he would frequently join junior and senior attorneys to off-site trips to review thousands of pages of documents that were stored in a warehouse. The document review in many respects was an opportunity to essentially live together in the same hotel, eat together at the same restaurants, and engage in informal chit-chat that increased the degree of awareness and collaboration across the team. Although the document reviews could slip into the mundane, Michael appreciated the opportunity to connect with his peers. “Document review trips felt like being in the trenches,” he recalled. “You got to know people better and there was that sense of shared experiences.”

With the technological explosion in law over the past decade in e-discovery and artificial intelligence, there are fewer of these extended document review trips. “The law library has been rendered almost extinct,” Michael shared, underscoring the sentiment of many of his contemporaries. Millions of documents are now streamed through servers to an attorney’s desk and, in many ways, law can be practiced without ever leaving one’s office. That’s certainly inconsistent with how Michael was trained. “The practice of law has become a lonely experience,” Michael said. “I can go days without seeing an associate.”

Shawn, another seasoned partner I spoke with, shares some of Michael’s perspective. He sees erosion in the sense of urgency among junior associates, partly due to the changing dynamic between partners and associates. “Small firms are trying to take my clients and big firms are trying to take my clients,” Shawn said. “It is so hard to bring in business but so easy to lose a client when mistakes are made, or a client feels disrespected.”

Shawn sees a lack of understanding across the associate ranks of the practice of building and retaining strong client relationships. Practicing law isn’t always glamorous. The small transactional tasks can be just as important as the richer assignments, but associates don’t always share that same perspective. “When I give assignments, I’m occasionally greeted with an eye roll,” he shared. “Associates need to understand that each assignment, no matter how mundane, is critical to solidifying the firm/client relationship which helps grow more business and profitability.”

“I am still waiting to get a junior me as an associate,” Michael said, although he knows that is unlikely given the generational divide.

Not all partners see these emerging challenges as directly related to a generational gap. “I have never had to deal with so many spreadsheets and reports,” said Cathryn, a partner who has been practicing law since the early 1990s. She points to a shift within her firm toward hyper examination of compensation, expenses, and investments. She describes the shift as the legal profession morphing into the legal business. She doesn’t think the generational gap is contributing to the firm’s challenges to the degree that others may assert. “The quality of the associates hasn’t changed in 15 years,” she said.

When reflecting on firm culture today, Cathryn offered some advice to both associates and partners. She advised associates to “align yourself with good lawyers and people who can give good guidance. Learn from firm leaders.” As for firm leadership, “If you want top talent, then understand top talent doesn’t want to work 24/7. Firms need to offer professional development so associates feel valued.”

Kim, an HR Director with many years of big law experience, couldn’t agree more. “A lot of things get blamed on the Millennial generation simply because they are young,” she said. “There is a lot of ageism against the younger associates.” And Kim doesn’t hold back on why there might be challenges between partners and associates. “Millennials are less likely to take crap and they will express themselves. That is not something that generally happened 20 years ago.” Kim’s perspective hits a chord with many of the recruiters I spoke to as well. “Millennials demand more and if they are not heard they will move,” Kim said. “Because there is such a negative stereotype around Millennials, firms aren’t listening to what associates are saying and are dismissing their concerns.”

Michael supports Kim’s call for action. “Leaders need to be responsive to needs and desires,” he said. “Young lawyers may want a lot of different things and that doesn’t make them bad or ineffective people.” Michael encourages partners to recognize that the conventional model has changed, and that firms can be trailblazers on Millennial engagement only if they are willing to change. But he knows that change at a typical law firm moves at a glacial pace. “Firms need to cultivate their second- and third-year associates,” Michael added.

Associates clearly offer a differing perspective on law firm life. “We work hard, bill big hours and make sacrifices to perform at a high level,” said Jennifer, an associate at a large firm. “No matter how much a firm will promote long-term growth opportunities and the chance to make partner, we obviously see that only a small number make it every year.” Jennifer shared many stories about the pressures of the associate role and why she feels somewhat cynical. “It’s just not an honest conversation and that is why some associates don’t aspire to partnership because they believe firms are not dedicated to their development as an attorney or leader.”

Other associates shared Jennifer’s perspective, particularly as it relates to partner expectations. “We are placed in a difficult situation where we are told we don’t take initiative and simply wait to be given instructions,” Jennifer adds. “However, we are not permitted to act alone, and I can’t contact a client directly without running it through a senior associate or partner.”

Carla, a partner at a different firm, added yet another perspective on the changing times within the legal field. She said that while there still needs to be improvement in women leadership and partner development, it is much better than when she was coming up the ranks nearly 30 years ago.  She describes the reaction from her firm leadership when she told the partners she was pregnant. “I felt as if I had to apologize, because some partners viewed it as a lack of seriousness in working toward partnership.”

It’s safe to state that the practice of law is being disrupted at a rapid pace. Clients are commoditizing services, competition to retain clients and talent is fierce, and there’s an awakening spreading across the industry to the acceptance that a firm’s legal expertise may not be enough. Perhaps the caliber and effectiveness of the internal relationships, particularly between partners and associates, may be the necessary focus for long-term firm success.

“Rather than focus on what separates us, maybe this is the right time to start a conversation about what unites us,” said David Robert, Chief Strategy Officer at Loeb Leadership Development Group. “People gravitate to the legal profession for a compelling reason. We may find that partners and associates have more in common than we think. Let’s start there.”

A mid-level associate, Stephanie, suggests some examples that could begin to build a bridge.  “As a young associate, I feel that partners often underestimate the value of our presence during court proceedings, depositions, or any instances of client interaction. Even if we’re simply there to silently shadow, the opportunity alone allows us to absorb skills and techniques that we’re not exposed to through document review or legal research.”  She continues, “The ability to shake hands and introduce ourselves to clients allows us to begin establishing relationships that will ideally strengthen the clients’ connection to the firm.”

Additionally, Stephanie offers other opportunities to connect, including, “Professional development seminars, particularly “lunch and learn” discussions, with partners, are incredibly beneficial. Law school courses don’t address the true nuts and bolts of the industry or impart expertise that can only be gained through experience. The sheer wealth of knowledge and experience that partners possess, position them to be the ultimate educators for the next generation of lawyers,” she concluded.

Natalie Loeb, Founder and CEO of Loeb Leadership Development Group, sums it up this way, “Approach your work with your colleagues, teammates, bosses, clients, and direct reports with a sense of curiosity, a dose of empathy and a willingness to have a two-way discussion… and close the gap.”

INFORMATION ON THE AUTHORS:

DAVID B. SARNOFF, ESQ., is Director of Strategic Partnerships of Loeb Leadership Development Group and an Executive Coach. dsarnoff@loebleadership.com,  866-987-4111.

 

NATALIE LOEB is Founder and CEO of Loeb Leadership

Development Group and a Leadership Coach. natalie@loebleadership.com, 866-987-4111.

 

GORDON LOEB is COO of Loeb Leadership Development

Group and an Executive Coach. gordon@loebleadership.com, 866-987-4111.

 

DAVID ROBERT is Chief Strategy Officer of Loeb Leadership Development Group

david@loebleadership.com, 866-987-4111.

[1] Bates stamping is the process of applying a set of identifying numbers to a document collection.  When I was an associate, it was done with a hand-held device called a Bates Stamp.

What No One Tells You About Being a Manager

Many professionals aspire to attain management level roles. In order to perform at a high level, it requires commitment, dedication, and the skill to build a cohesive team. No matter how you prepare to assume this position, there are inevitably some surprises that await you. Simply put, you don’t really know what it’s like to manage other employees until you do it.

Being an effective manager requires great effort, to not only achieve the goals of the organization, but also to build the relationships necessary to oversee a high functioning team. With that said, there are a few things to keep in mind when meeting the challenges of the position.

You’ll Be in the Spotlight

Your actions, and the way you conduct yourself in the workplace is always noticed by the other employees. You’ll be their example—so make sure you are modeling the behavior you expect from your team.

To that end, candor and communication are key. For example, if you need to leave work early or take a day off, you should explain to your team the reasons why you need to do so. So to, when one of your team members needs time off, they should feel comfortable approaching you and being forthright about their personal circumstances. If you leave this unexplained, the other employees may think you’re just leaving early for no reason, and they may believe that you lack the commitment the position holds.

It’s Easy to Misappropriate Your Time

When you are supervising employees with different skill levels, it is easy to misappropriate your time and not allocate your resources effectively. Just because an employee is productive and a high performer, it doesn’t mean that they don’t need guidance and feedback from a supervisor. Be mindful of spending too many resources on employees not meeting expectations, and who may not be right for the position.

It is common for managers to spend too much time with underperforming employees, at the expense of the other team members. One thing you should do early on is assess why these employees are falling behind. If it’s a lack of training, that’s something you can address proactively. If it’s that the team member is in the wrong role, that may also be an adjustment you can make. And if it’s a matter of cultural fit, you can decide whether coaching or termination is appropriate.

The bottom line is, managers need to appropriate their time effectively.

You’ll Be the Go-Between

Most of the time, the manager ends up becoming a liaison of sorts between employees and the corporate leadership team. It is of utmost importance that the manager fully understands the concerns of the employees, so they can be properly communicated and addressed.

There are potential challenges of being a liaison, as managers can often misconstrue the concerns of their team, and can in some cases, create conflict and confusion. It can also be a challenge to translate the company’s vision and goals, if they are not clear.

At the same time, your team will look to you for direction and answers regarding company policies and procedures, so it is helpful to be well versed, or know who to turn to in order to find the answers to questions asked.

As you prepare to become manager, make sure you are comfortable being a go-between.

Learn More About the Manager’s Role

As you seek to become a team leader, an executive coach can help you clarify expectations and develop the appropriate skills. We invite you to learn more about this process. Reach out to Loeb Leadership Development Group today!

Managing Up (And Earning Your Boss’s Trust)

Does your direct supervisor really trust you? If not, that could be a hindrance to your career momentum. It’s vital for your boss to trust you so that you can receive more responsibilities and be involved in higher-level decision-making. But how do you actually earn that trust? The answer lies in a process called managing up.

Managing up is all about learning how to work more effectively with your boss—ensuring two-way respect and mutual trust. It’s a valuable professional skill, and one you can develop by focusing on some of the following strategies.

Best Practices for Managing Up

Have a clear sense of mission. Rather than bringing in your own agenda, talk with your boss about his or her big-picture goals. Remember that your boss is ultimately looking for you to support that mission, and frankly to make him or her look good. That starts with understanding the goals and objectives.

Don’t let your boss be blindsided. Unhappy customers? A client who’s considering severing their relationship with you? Those are unwelcome developments, but the last thing you want is for your boss to be caught off guard by them. Take the initiative to break bad news to your boss.

Know how your boss prefers to communicate. Does your boss do better with face-to-face? Does he or she really hate taking phone calls? Is texting your boss’s favorite way to interact, or is it email? Know how your boss prefers to engage and do your best to be accommodating.

Determine how your manager likes to receive information. Along the same lines, figure out the manner in which your boss prefers to receive information—with a lot of lead-up? With supporting data and reports? Just the facts? Adapt your reporting style accordingly.

Keep up with your to-do list. The last thing your boss wants to do is have to assign you work. Keep up with your own list of tasks and add to it as needed. Show your boss that you can be trusted to stay on top of the work load.

Know your strengths. Managing up is about knowing your boss, but it’s also about knowing yourself. Be aware of your greatest strengths and seek opportunities to volunteer them. In particular, look for opportunities to remove time-consuming tasks from your boss’s plate, taking them on yourself.

Ultimately, managing up can facilitate a more positive and productive relationship between you and your direct supervisor—and, it can open the doors to career advancement.

As such, it’s a skillset worth developing—and we’d love to coach you through it. To learn more about working with an executive coach, reach out to the Loeb Leadership Development team at your next convenience.