Professional Development for the Senior Associate

Law firms tend to focus professional development resources on junior lawyers, helping them make the transition from student to attorney. They also focus on successful partners, ensuring they have the resources needed to support profitable practices. The bookends of law practice ' the beginners and those in their prime ' get the most resources.

Senior associates ' who, by definition, are reaching higher levels of profitability for the firm and have developed practice expertise ' are often left behind when it comes to targeted professional development. But ignoring this population creates problems for a firm, particularly as people move into partnership and as responsibilities shift from “doing” to “leading.” So, how can firms better serve the complex needs of this population? What is the right professional development approach for them?

Create a Culture of Learning

Current law firm professional development models focus heavily on two modes of learning: on-the-job skill building and presentations followed by simulated practice sessions. Both have value. At some point, however, associates tire of practice sessions and endless “how-to” presentations. But leaving professional development up to chance is not a viable option. It's important to develop a broad menu of options.

Begin by educating your partners that developing lawyers requires creating a culture of learning. What's that? It's information about all the skills and best practices we know about successful legal practice. It's understanding what is expected at each career stage. It's access to work that stretches one's abilities. It's career-stage targeted programming. It's observing and then trying it yourself. It's reading and learning on your own. It's asking questions and dialoguing with colleagues. It's taking ownership of what you don't know, but need to know. A culture of learning is a mindset, not just a set of programs.

Supporting Individuals

Most large law firms have a structure to keep associates on track: instruction and mentoring to develop core competencies linked with individual development plans to monitor progress. But often we get so bogged down in the discussion of competencies or the plan format, we lose sight of the bigger goal ' i.e., supporting an individual through his or her career. It becomes increasingly important during the senior associate years to hone in on individual strengths and focus on enhancing the positives, while providing feedback and opportunity to grow in areas of needed improvement. Too often, law firms pick one or the other, focusing only on positives while ignoring significant issues, or letting an area for improvement blind us to all that is going well. The reality is that most successful professionals bring to the table both strong skills and areas for improvement. Look for ways through the evaluation process to assess an individual's overall contribution versus simply focusing on each core skill in isolation.

Space for Discussion

Peer groups can provide excellent opportunities for senior associates to learn, particularly if linked to organizational goals and best practices. At Faegre & Benson, we provide space for our senior associates to spend time during formal programs to talk about real issues or case studies. We find that building “informal time” into a formal program creates opportunity for senior associates to learn from one another. A byproduct of these opportunities is that organic, self-directed peer groups emerge around our firm. Our senior associates pose questions to one another about professional and practice development, request additional resources to support their growth and development, and reach conclusions about best practices. None of this is imposed by the firm. We simply provide the structure and space.

Learning from Those Who Have Gone Before

It is easy for senior associates to lose contact with the larger firm. Their worlds can narrow significantly during this time as they focus on ensuring that senior partners, clients and junior colleagues all have what they need. This narrowing of one's sphere comes at precisely the wrong time, when the senior associate is expected to solidify a reputation in and outside the firm. Firms can provide professional development support by creating access to partners for networking, practice and business development support. When we expect people to figure it out on their own, we lose an opportunity to pass information between generations and we force the reinvention of the wheel, over and over. Consider ways for senior partners to provide individual and group mentoring, conversations about best practices, and plans for future business generation with their up-and-coming colleagues. Allow time for associates to reflect upon what they have heard and decide for themselves how they want to use this new information.

Conclusion

There is no absolute ' no single, best way to develop a lawyer. Multiple factors, each set in motion at the appropriate moment in a lawyer's career, contribute to healthy sustained professional development. Spending time focusing on your firm's senior associates will lay the foundation for successful practices in the future.

Ann Rainhart is the Director of Legal Personnel and Professional Development at Faegre & Benson LLP.

Law firms tend to focus professional development resources on junior lawyers, helping them make the transition from student to attorney. They also focus on successful partners, ensuring they have the resources needed to support profitable practices. The bookends of law practice ' the beginners and those in their prime ' get the most resources.

Senior associates ' who, by definition, are reaching higher levels of profitability for the firm and have developed practice expertise ' are often left behind when it comes to targeted professional development. But ignoring this population creates problems for a firm, particularly as people move into partnership and as responsibilities shift from “doing” to “leading.” So, how can firms better serve the complex needs of this population? What is the right professional development approach for them?

Create a Culture of Learning

Current law firm professional development models focus heavily on two modes of learning: on-the-job skill building and presentations followed by simulated practice sessions. Both have value. At some point, however, associates tire of practice sessions and endless “how-to” presentations. But leaving professional development up to chance is not a viable option. It's important to develop a broad menu of options.

Begin by educating your partners that developing lawyers requires creating a culture of learning. What's that? It's information about all the skills and best practices we know about successful legal practice. It's understanding what is expected at each career stage. It's access to work that stretches one's abilities. It's career-stage targeted programming. It's observing and then trying it yourself. It's reading and learning on your own. It's asking questions and dialoguing with colleagues. It's taking ownership of what you don't know, but need to know. A culture of learning is a mindset, not just a set of programs.

Supporting Individuals

Most large law firms have a structure to keep associates on track: instruction and mentoring to develop core competencies linked with individual development plans to monitor progress. But often we get so bogged down in the discussion of competencies or the plan format, we lose sight of the bigger goal ' i.e., supporting an individual through his or her career. It becomes increasingly important during the senior associate years to hone in on individual strengths and focus on enhancing the positives, while providing feedback and opportunity to grow in areas of needed improvement. Too often, law firms pick one or the other, focusing only on positives while ignoring significant issues, or letting an area for improvement blind us to all that is going well. The reality is that most successful professionals bring to the table both strong skills and areas for improvement. Look for ways through the evaluation process to assess an individual's overall contribution versus simply focusing on each core skill in isolation.

Space for Discussion

Peer groups can provide excellent opportunities for senior associates to learn, particularly if linked to organizational goals and best practices. At Faegre & Benson, we provide space for our senior associates to spend time during formal programs to talk about real issues or case studies. We find that building “informal time” into a formal program creates opportunity for senior associates to learn from one another. A byproduct of these opportunities is that organic, self-directed peer groups emerge around our firm. Our senior associates pose questions to one another about professional and practice development, request additional resources to support their growth and development, and reach conclusions about best practices. None of this is imposed by the firm. We simply provide the structure and space.

Learning from Those Who Have Gone Before

It is easy for senior associates to lose contact with the larger firm. Their worlds can narrow significantly during this time as they focus on ensuring that senior partners, clients and junior colleagues all have what they need. This narrowing of one's sphere comes at precisely the wrong time, when the senior associate is expected to solidify a reputation in and outside the firm. Firms can provide professional development support by creating access to partners for networking, practice and business development support. When we expect people to figure it out on their own, we lose an opportunity to pass information between generations and we force the reinvention of the wheel, over and over. Consider ways for senior partners to provide individual and group mentoring, conversations about best practices, and plans for future business generation with their up-and-coming colleagues. Allow time for associates to reflect upon what they have heard and decide for themselves how they want to use this new information.

Conclusion

There is no absolute ' no single, best way to develop a lawyer. Multiple factors, each set in motion at the appropriate moment in a lawyer's career, contribute to healthy sustained professional development. Spending time focusing on your firm's senior associates will lay the foundation for successful practices in the future.

Ann Rainhart is the Director of Legal Personnel and Professional Development at Faegre & Benson LLP.