Developing New Attorneys

by Colette Magnetta

WHAT ARE THE ASSOCIATES SKILLS, PREFERENCES, AND GOALS?

There was an interesting article in the ABA Journal recently on the topic of coaching.  Three attorneys, each at a different stage of their career, were assisted in identifying their professional goals and planning a way to achieve those goals. Although the article focuses on outside coaches, similar examination can be conducted within a law firm.  We have found that the talents of our newer attorneys, as well as their preferences and goals, were quite different from each other.  At the same time, our firm has a variety of business needs.  As it can be difficult, if not impossible to find attorneys who individually satisfy all of the firm’s business needs, this variety in attorneys’ interests and skills turns out to be an asset.  For example, we have found one of our newer associates has great interpersonal skills, particularly at a one-on-one level.  Once this characteristic was identified, we assigned him files which involve a lot of client interaction.  With his high level of patience, he will likely be groomed to become an approachable supervisor to new associates.  We have observed another new associate has a talent for public speaking.  She may be the right choice to assist with larger presentations to our clients and will likely become a dynamic trial attorney later on in her career.  By starting this examination and discussion with the associates early, you can foster their talents to benefit the firm and its clients, while keeping the associates feeling increasingly fulfilled and productive.  The key, once you identify the associates’ skills, preferences, and goals, is finding assignments in which they are best utilized and regularly reevaluating.  After all, just as your associates may change over time, so may the firm’s needs.

by Colette Magnetta

Good training of a new associate is simply not enough to expect his or her long-term commitment to and growth at the firm. For the newest associates, all of their time (and yours) can easily be taken up with teaching them the daily details on handling a file: from deposition tips to properly reporting liability analysis to the client.  However, new associates have more than the day’s tasks to accomplish; they have their entire careers before them, and they are searching for guidance.  I find that even small suggestions on how to get ahead are eagerly received.  For example, I like to remind the associates that a request for help from a senior attorney provides an opportunity to both showcase their skills and to illustrate that they are part of the team. A second-year associate I’ll call Valerie enthusiastically accepted an invitation to visit some out of town clients to conduct an intense strategy session on an upcoming trial. Not only is her work product valued, but her willingness to help when called upon has created a perception of her as a team player.  The partner she assisted recognized and now appreciates that Valerie is reliable, provided good work, and understands the firm’s priorities. In addition to providing valuable feedback, the partner will continue to include Valerie in challenging, substantive projects.  And Valerie has repeatedly volunteered to help when opportunities arise. This cycle began with keeping the associate informed as to the firm’s basic expectations, as well as ways to get ahead, and the cycle continues with positive reinforcement.  While Valerie appreciates the short-term rewards, her efforts will be recognized in the long run with a quickened pace up the law firm ladder.  The firm’s reward is the dedication and commitment of this talented attorney.