In the last lesson on 'people' we discussed what associates want, and what inclusion means to them. In this lesson, we zone in on just one part of inclusion, because it is so key to associate retention. It is this — are you equipping and supporting your people properly?

Joining a law firm is analogous to joining an army. New recruits may have an abundance of enthusiasm, but let's not forget they will be entering a hostile operating environment, for which they are largely unprepared. This is not lost on law firms. Leaders don't assume that the associates they hire are fully functional out of the box. It is understood that they are a work-in-progress. Associates come armed with a broad academic knowledge, that's a given, and then law firms add the two more ingredients, sector specialization and best practice mentoring. That's fine and it's true, but it's also incomplete. Law firms are now realizing that all these qualities, essential though they be, are not enough. Why, because associates aren't just fee-earners, they are also people, and they get thrust into a job which is stressful and challenging. If they don't like it, or if the environment next door looks brighter, they'll leave. The armor which associates need, on a daily basis, isn't real estate, restitution or even restrictive covenants, it's resilience.

As we discuss in Lean Adviser, a significant part of the problem is the inadequate training which associates get before joining law firms. Law schools teach students what the law is, not how to practice it the way clients want. This key survival skill is painfully acquired through trial and error over many decades. If this all took place in a nurturing, passive environment it would be stressful enough, but it doesn't. The competitive nature of private practice compounds the issue.