Talent People: Do Your Associates Know What Partners Want From Them?

By Courtney Dredden Carter –

In interviews with more than two hundred high performing partners at AmLaw 200 law firms (through my work with the Diversity Lab), I have had the opportunity to glean what these partners value in terms of their colleagues – and particularly what they value in the associates with whom they work. While every firm (and every partner) is different, I’ve noticed a few commonalities about what these partners like to see in their associates beyond simply doing stellar work. I invite you to share this list of what partners want with the associates in your firm.

1. Know your client.  When you are an associate, and particularly when you are just starting out, your partners (and associates more senior than you) are your clients. Make communication with them a priority. Spend some time figuring out their preferred communication style (this shouldn’t be too hard – just ask around!) and adapt. If you are working with a partner who likes to receive email updates letting them know the status of the project, then send regular emails. If you are working with a partner who just wants to talk when you have questions, then respect that. Essentially, figure out how the folks with whom you are working like to communicate and then communicate with them in that manner. But make sure you are communicating. One thing I heard over and over again from partners is how much they dislike assigning work, not hearing a peep as the deadline approaches, and then getting an email that the work will be late. No one enjoys surprises of that sort. So make sure you are actively communicating – in their preferred communication style – with the partners and senior associates who have assigned you work.
2. Seek feedback – and utilize that feedback. I heard over and over again from partners that there were very few things that would make them stop working with a particular associate. One so-called “dealbreaker” – when an associate receives negative feedback or constructive criticism and doesn’t use that feedback to improve. By making the same mistakes over and over again, you are frustrating everyone around you and indicating that you don’t care about your job. If you aren’t getting feedback on assignments, ask for it. Use pointed and specific questions and ask how you could have improved on that last assignment.
3. Go outside your comfort zone. It’s easy to sometimes get in a routine of working with the same partners over and over again. While there is something to be said about spending a lot of time working with the same team, if you have any interest in making partner, it is imperative that many partners throughout the firm know you and your work. Seek out partners (both in your city and in other firm offices) that have interesting work and let them know that you are very interested in learning more about what they do and would love to work with them. Invite a partner to lunch or coffee. It can be intimidating to do so, but the value of investing in those relationships can’t be overstated.
4. Under-promise, but over deliver. This is a fine line and let me be clear: I am not suggesting that you turn down every other assignment that comes your way as a way to underpromise. I’m suggesting that associates be realistic. If an assignment might take six hours and you think you can turn it around in a day, but the assigning partner tells you it’s not needed for a week, don’t say, “oh I’ll have it done tomorrow.” Accept the assignment, do the work (thoughtfully and thoroughly), and then turn it in early.
5. Check the attitude at the door. Surprisingly, it’s not just your work that will make you valuable in the office. The majority of the partners I spoke with noted that it was important for them to work with someone who didn’t act like they were doing the partner (or the team or the firm) a favor for simply doing their job. The fact is, on nearly every project or case, there are going to be tasks that aren’t that sexy. Someone has to do that work, however, and (particularly when you are the junior associate), sometimes that person will be you. Don’t complain about it. Having a positive attitude (and making sure that you execute those simple tasks perfectly) can help ensure that you get to do some of the more complex work the next time around.

Working in a law firm can be challenging. But there are ways to make yourself stand out as an associate and to keep partners coming back with more work. The tips listed above are all given under the caveat that nothing you do will make you a rock star associate if you are not doing incredible work. That is a baseline – these tips are meant to build upon that baseline level. Once you are doing excellent work, make sure that you are knocking it out of the park by communicating well, seeking feedback, working outside your comfort zone, over delivering, and leaving your attitude at the door. Doing these things will help you to stand out amongst your peers and become a go-to associate amongst your partners.

Blog Author

Courtney began her career as an associate at a mid-sized law firm in Birmingham, Alabama and after her time in corporate law, decided to focus her career on helping improve the legal profession. First, she managed a legal externship program and taught an externship seminar to law students that emphasized professional skills, career goals and professional development as a young professional. She then narrowed in on her passion, and began working to increase diversity in the legal profession.

Courtney worked as the NALP / Street Law Legal Diversity Pipeline Program Fellow for two years. During her time as the Fellow, she managed a national legal diversity pipeline program involving over 24 organizations. She trained over 85 lawyers and legal professionals on an annual basis on program implementation and diversity sensitivity. As a part of her fellowship, she also authored a weekly blog roundup of diversity news that reached over 300 legal professionals each week. Courtney understands firsthand how important diversity and inclusion are in the legal profession and is always interested in what organizations are doing to improve diversity and inclusion.

Courtney is currently the Director of Innovative Initiatives with the Diversity Lab.  She can be reached at courtney@lawyerdevelopment.com.