New Partners Quick Communication Tips

When an Associate becomes a law firm partner, there is no doubt he or she has a lot to figure out in the first couple of years post promotion. Learning firm finances, business development and effective management skills are all on the agenda of skills to obtain while striving to become the type of leader who associates and staff want to follow. This requires a mix of management skills and leadership competencies. 

 

New partners, along with most successful professionals, should make it a priority to obtain strong people skills. When these communications skills are developed and nurtured, they positively impact company morale and enhance employee engagement and productivity.

 

Law firms should support new partners and help them to develop essential people-management skills like communication, delegation, and the ability to provide useful feedback. Additionally, there are a few simple strategies which can have a substantial impact on the quality of the relationships new partners develop with their teams.

 

Know Who You Know

As a new partner, connect with each associate’s’ personal and professional goals, get to know them – you will recall, it’s what drives associates and gives them purpose.

 

The desire to be heard and valued is a core human trait. Nurture these relationships to earn the associates’ loyalty and trust, or productivity will suffer. The key is to focus on what is vital to the associate, rather than what is essential to the partner.

 

In his book, The Coaching Habit, Michael Bungay Stanier recommends that managers hold a 10-minute coaching meeting that focuses on the employee’s agenda. The following are essential coaching questions Stanier suggests managers ask their associates:

 

1.       What’s on your mind?

2.       What’s the real challenge for you?

3.       What do you want?

4.       How can I help?

5.       What was most useful to you about this conversation?

 

What is Expected?

Clarity yields reliable results which is why effectively setting expectations is essential when leading and managing associates and developing a culture of accountability. Unclear expectations remain one of the top sources of frustration for associates. Those who have a clear understanding of what’s expected of them are more engaged.

 

A good set of expectations should include statements such as, “I would appreciate if you would email me a status update on Friday on the Smith case” or “I would like you to ‘cc’ me on every email in the Smith case.” Bottom line: communicate with specific deadlines and clear directions.

 

Be inclusive.

When included, people feel a sense of value and belonging. Today’s associates want to be a part of things. Are there meetings they could join? Can you share a helpful strategy or explain why you did or didn’t do something on a case? Can they learn more about your clients’ businesses?

 

Partners also demonstrate inclusivity by being open to constructive input from their associates. Be open-minded and consider their views as it will make your team members feel that they have a voice in the matter and have additional perspectives to offer.

 

These simple, yet frequently overlooked strategies will help new partners become more effective managers and run successful practices.

 

 

Claire Whitten is an Intern at ELPR and a Marketing Major at San Diego State University