Associates clamor for mentoring programs, recruiting departments brag about them, associate development departments launch them and books and articles extol their virtues and effectiveness. Why, then, in the face of all this positive press and data, have law firms been slow to put such a valuable tool to work?
For some partners and administrators, the art of mentoring requires an ability to impart wisdom and to become the mentee’s veritable alter ego. Even more misguided is the notion that mentors must take on the role of being all things to one person.
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