Another Case for Leadership Training in Law Firms

At a meeting of the Rocky Mountain Legal Marketing Association,  three recruiting experts spoke on the topic of recruiting, marketing, and what law students and laterals are looking for in a law firm. 

Tim Henderson is Assistant Dean of Career Services at the University of Denver Sturm College of Law.  Veronica Paricio is the Assistant Dean of Career Development at the University of Colorado School of Law.  Rebecca Nicol is the owner of Nicol Executive Search.

Key points:

• In a post-9/11 world, students are increasingly looking for a balanced lifestyle. They are willing to work hard. but they value a life outside of the firm, too.  Collegiality, positive work environment, and good people to work with are important.  Students try to judge the firm's culture and morale of a firm before they make a decision. 
• Despite soaring starting rates for associates, money is not the top factor in selecting a firm for associates and laterals.  All panelists said it was w-a-y down the list.  Culture, morale, environment, balance, and challenging work topped the list.
• "Give me feedback on how I am doing."  "I need a mentor not just to tell me how to be a better lawyer, but to show me the way."  are oft-heard comments from young associates.  More than ever, young attorneys want to know where they stand and what they have to do to succeed.  More senior attorneys who are often their supervisors, grew up in a culture of not receiving feedback, and are not skilled at giving feedback.
• Laterals, when considering a move, want to know, "Are people valued at this firm?  Are associates happy?  What is the turnover rater?  What are the REAL hours? Will I get support?"
• Associates want client contact.  They want to understand the client's business and industry.  They want to see the big-picture, not just "draft this contract".  Some firms are paying attention, and opening opportunities for associates to work at the client's place of business, tour the factory/plant/mine/etc., and introducing associates to younger members of the in-house legal team.   "Give me perspective.  Why is this important?" associates ask.
• Also, "Trust me. Engage me.  Give me a chance to grow. Give me something that is important to the client.  Give me client and prospect face-time."
• This generation of lawyers are not conservative or stodgy.  Word of mouth and personal experience mean a lot to them - more than numbers and NALP forms.  Reputation and "buzz" on campus and in the community make a huge difference in recruiting.  Send only good ambassadors.
• Most law students and attorneys are introverts, so why recruit using receptions where everyone feels uncomfortable.  Develop a one-on-one recruiting strategy and style.
• "Be there".  Pay attention to candidates when you interact.  So many recruits comment that when they interviewed, the interviewing attorney seemed distracted, not interested, and uncaring.  Listen.
• Most students chose a firm knowing that they might leave within three or four years.  If firms want to keep associates (and protect their investment), they need to focus on mentoring, balance, culture, morale and relationships.
• Today's generation of law students are also looking for meaning.  Many go into law school not knowing how they will use their J.D..  Firms that stand for something more than just money or making partner (which is harder to accomplish today), have a recruiting advantage.   "Does the firm's values match mine? ".  "Do they care about people?"

Only strong leadership can shape a firm's culture.  Culture can be defined as the sum total of all the conversations and actions of a firm.  Leaders model skills and attitudes valued by associates and laterals, such as active listening, caring,  being in the moment, giving and receiving feedback, trusting, supporting, mentoring, and coaching.  Values are only recognized when they are enforced, and leaders have the responsibility to enforce values, such as the 'no-jerk rule', open door policy, and a fostering a team environment.

Creating an environment that attracts and retains talent is a key responsibility of leaders.  In most firms, these skills and attitudes are not naturally found.  We need to provide opportunities for our attorneys to learn, practice, and explore how they can acquire and hone their leadership skills so that firms have the ability to pro-actively shape their culture and environment.