Who has to fit in with whom? Is it on the young associate to come to terms with the culture of the firm and try their best to assimilate? Or is the onus on law firms to modify their culture to make themselves more appealing and accommodating to young associates?

Once upon a time this question would generate diametrically opposing views depending on who you asked. The historic view of law firm leaders was that young associates are lucky to have the chance to work here, and only those who are strong enough and flexible enough to hack it will survive. In that bygone era, associates would disagree profoundly, much the same way that every young generation thinks they know better than their elders. But they'd suck it up and perpetuate the pattern when they are in leadership positions. After all, they went through it and now it's the new associates' turn.

Then things changed, and the first place they changed was the associates themselves. The current generation have different goals, values and aspirations. Law firms have realized that just paying them more to work the same way — and passing the cost on to already unhappy clients — is not the answer. It's not a money issue, it's deeper. 

To the current generation, work-life balance doesn't mean "I'm only alive outside work." That's not why they joined the profession. These young associates want to be alive at work, not just after work. They want to spend their work-time using their talent and creativity to solve client problems. Happily, this is precisely what clients want from their lawyers.

This attitude shift has been a big driver toward a new common ground. But there are other factors, including everything we've discussed in this mini-series: work-from-home, talent wars, communication challenges and mental health. Driven by all these forces, law firm cultures have become more associate-friendly, and young associates have embraced this and found it easier to assimilate.

Yet there are still obstacles. Indeed, some of the catalysts for cultural change created problems of their own. Remote working is the most obvious example. As much as young associates love the flexibility of working from home, there is no substitute for sitting at the partner's elbow in the office, on airplanes and at client meetings.

Intriguingly, the reverse is also true. Partners are now learning modern-era skills from associates. With the rise in demand for legal project management, we're seeing that young associates are often the first to lean into lean. This gives them a vital new role on assignments — which they want — and which enlightened partners are keen for them to have. What follows is reverse mentoring, where partners learn from young associates, all of which is integral to a positive law firm culture.

In closing, let's mention the ordinary day-to-day interactions. It's obvious, but sometimes overlooked, that to interact meaningfully, partners and associates have to be in the office on the same day. Then it comes down to culture and mindset. There isn't a partner alive who's never had their concentration broken by an associate with a dumb question. But that's when the firm's culture is key . When that associate peaks their head into the partner's doorway and asks the question, a good partner takes a breath and remembers that the firm where associates are afraid to ask questions is nurturing ill-equipped lawyers and malpractice suits.