We pick up our mini-series on the generation gap, with a look at how communication challenges can affect client dealings and staff retention.

Let’s start with clients. We’ve spoken in these briefings about transitioning, including a feature on the last and possibly most difficult transition of all, leaving the law. In that piece, we discussed the phenomenon of how our careers are often in sync with our clients. The associate who develops a relationship with a junior member of the in-house team may later become partner and GC. But when the GC retires, the partner has a problem.

Here lies the under-recognized importance of being from the same generation. As the associate and in-house lawyer journey in parallel, they have a natural ability to understand each other and to speak the same language. The smart associate will, of course, also learn the jargon, shorthand and acronyms of the client’s world.

As we discuss in Lean Adviser, the first building block of any durable relationship is communication. When it comes to clients, this calls for what we call “complete communication,” from curiosity, to active listening, to empathy and then to relevant responsive action.

In the client’s mind, this manifests as reliability and trust. This is the key. Remember our first rule of thumb, clients don’t remember much of what you write, or even what you say, they only remember how they feel.

Our point, as ever, is a simple one, but worth making. Being of the same generation as your client is a head start, but you must take advantage of it. This is where methods matter. The formal terminology for this is Legal Project Management, but in reality it’s just optimizing your day-to-day operating methods.

Which brings us round to talent wars, and the different generational perspectives between firms and associates. In Part One of this series, we looked at WFH as a topic in itself, within the generational discussion. Communication across a generational gap plays a big role in hiring and retaining talent.

Many managing partners don’t understand what their kids are saying to each other, far less their grandchildren. The same gap can exist between law firm leadership and junior associates. It has always been that way. This is precisely why many firms have associates’ committees, and why some even invite associates to meet candidates. After all, they can often sell the role and the firm better than the partners. Our profession has too many disconnects, and generational communication is yet another. Yet, the communication gap is bridgeable. Younger associates know what it is about the firm’s culture and methods that will appeal to new hires and younger lateral targets. Bring them into the conversation. The middle-aged partner trying to espouse what they think is attractive to the candidate, or the candidate trying to convey work-life expectations, are much less likely to resonate.