Marcie Borgal Shunk, President and Founder of the The Tilt Institute Inc. Courtesy photo

Smart Strategy

Discussions of generational differences are not new to law firm leaders. For over a decade, starting when the first millennials graduated law school, efforts to seamlessly integrate—or, perhaps in some cases, strong-arm—new hires into the law firm business model have been a source of focus; and, for many, consternation. Distinct contrasts in ways of working, personal motivators and prevailing attitudes have left many leaders frustrated and disillusioned.

Responses on social media to Paul Hastings' training slide, ranging from applause to sharp criticism, evidence exactly how disparate people's outlooks are when it comes to workplace standards.

Today, the oldest millennials are just over 40 years old. The newest hires, Gen Z, bring an entirely new set of preferences and constraints to the table. In an era where the power dynamics in the legal industry are shifting decidedly to talent, a firm's ability to tap into generational differences to invigorate, attract and retain talent is a competitive advantage. It can also alleviate the palpable tension over behavior-expectation gaps across generations. Yet when it comes to understanding generational differences, superficial explanations and monikers such as "slackers" (Gen X) and "Gen Me" (millennials) tend to garner more airplay than real facts or solutions. Stereotypes persist and the very differences in communication styles preferred by generations prevent many from engaging in the learning and dialogue needed to overcome, accept and, yes, even celebrate and benefit from what makes each generation unique.