Most law firms have some formal system for work performance reviews. These often are annual, written reviews by supervisors with principal responsibility for managing particular projects. But such reviews may be very far from the actual events, and in many cases the reviewers may not directly communicate with the reviewed lawyers. For junior to mid-level associates, such reviews cannot provide the immediate guidance that is most essential early in a career. As a result, more immediate connection is required to get real feedback when it is most needed.
Viewed from the senior lawyer perspective, there may be some natural disincentives to provide such feedback. The demands of clients, building a practice and managing operations of the firm all may interfere with the time required to produce effective feedback. The felt sense that associate attrition is inevitable also may contribute to the desire to “let someone else do the training.” But there are real advantages, both short-term and long-term, from providing effective feedback. Such commentary generally makes better lawyers in the long run, but even the smallest amounts of interest and concern expressed may immediately bolster morale, and contribute to effective team functioning.
This content has been archived. It is available through our partners, LexisNexis® and Bloomberg Law.
To view this content, please continue to their sites.
Not a Lexis Subscriber?
Subscribe Now
Not a Bloomberg Law Subscriber?
Subscribe Now
LexisNexis® and Bloomberg Law are third party online distributors of the broad collection of current and archived versions of ALM's legal news publications. LexisNexis® and Bloomberg Law customers are able to access and use ALM's content, including content from the National Law Journal, The American Lawyer, Legaltech News, The New York Law Journal, and Corporate Counsel, as well as other sources of legal information.
For questions call 1-877-256-2472 or contact us at [email protected]
