5 Ways Law Firms Can Credit Associates for a Job Well Done

Lester Celebrates 

“We won!” Lester, a senior partner, slapped a fellow partner on his back. It was a tough battle, but we did it!”

Betty knew the court date had been earlier that day. When Lester returned, she heard him share the good news with some partners through his closed office door. Since Betty, an associate, had worked hard on the case, she perked up, sat erect in her chair, feeling proud.  She had been part of the team! She remembered the months of document review, endless drafts and research on this case.

 Suddenly a group of partners marched past her desk, slipping on their jackets, laughing and ready for a celebratory lunch. Betty felt invisible as if someone had thrown a glass of ice water in her face.  Betty realized that she was not considered a part of the victory.  Disheartened, she secretly began her long-term plan to find a firm where she felt like a part of the team.

Who Should Get the Credit?

It is a human trait to get lost in personal glory focusing only on what we did personally to achieve success. Attorneys can find themselves only focusing on what they did personally and deny the success or the contributions of others who played a critical part in the triumph.

We can easily forget that it takes a village. When a lawyer finds himself or herself trapped in what we call “the credit game, placing too much emphasis on their own individual accomplishments, it saps the associate’s willingness to sacrifice and go above and beyond for a collective goal. Failure to acknowledge is lethal for a law firm’s retention rate.

Many partners believe that they are entitled to own everything their team produces. One partner stated, “I have to deal with plenty of challenges, summary judgments, pleadings, upset clients and delays, and I face the heat of the case every day. When it fails, it falls on my shoulders. When I succeed, I deserve all of the credit!”

Five Benefits of Sharing the Credit

Studies have shown that the number one reason associates leave is due to lack of mentoring or training. The first step in mentoring is to express appreciation or spend a few seconds to say, “A job well done!” can go a long way.

Just taking a few minutes to show appreciation has helped break through the disappointment and apathy of associates.

On the other hand, some firms may have the attitude that there are plenty of associates who are in line to get a job. These organizations miss the point. Keeping valuable lawyers happy leads to more productivity, engagement, and profits. Don’t let your law firm become like a factory in the dark ages.

Here are five reasons to share credit and express appreciation to your associates:

1. Happier and more Satisfied Clients:  An employee who is engaged feels appreciated will go the extra mile to provide their best quality of work for each client. This additional boost will increase the firm’s revenue.
2. Less Stress and More Productivity:    Scientifically it has been proven that value and appreciation produce endorphins that make employees happier, more responsive and better workers.   More Satisfied employees lead to fewer mistakes and decreases delays in response times.
3. Less Conflict Between the Ranks at the Firm:  When there is an “every man/woman for themselves” firm culture, it creates an adversarial environment of “fight or flight” which is stressful and leads to, disengaged workers, sloppy work and long-term depression.
4. A Team Spirit Within the Firm:  When there is an attitude of appreciation, acknowledgment, and cooperative communication in the firm, it builds a team spirit. Instead of the traditional silo effect where everyone is competing against each other, these firms have a team spirit producing loyalty where the lawyers are pulling for the firm and each other to succeed.
5. Lower Attrition, Increased Engagement and Retention:  When the barriers of resentment are replaced with a team spirit within the organization, the atmosphere within the firm is cooperative. Law firm loyalty, group problem solving reduces wasted time.

Peter Learns to Express Appreciation

Peter was an accomplished partner who had difficulty retaining his associates. “Pamela, associates today are thin-skinned. I’m sorry I am going to tell them how it is. I don’t have any time to sugar coat anything. Further, why should I share my glory or success? I don’t need to express appreciation to someone for just doing their job! This is a law firm, not a day care.”

As we talked, I discovered that Peter had much acrimony and dissension at home as well. He reluctantly agreed to a two-week experiment in which he spoke appreciation and acknowledgment at home and at work.

Fourteen days later, the scowl on Peter’s face was replaced with a face that looked twenty years younger. “Okay, Pamela this stuff actually works. My wife has been more pleasant to me than she has been in years. My associates and I have even had a few jokes, and they plowed through some stressful deadlines for me without my yelling. I’m sold.”

Try It For A Week

Like Peter why don’t you try to express appreciation and acknowledgment at the office? This applies not only to law firms, partners, but also senior and junior associate, paralegals, secretaries and support staff.

Law firms can become transformed by just taking a few seconds at the beginning and the end of a conversation or request. Here are quick tips that will become invaluable habits for increased harmony and engagement within the firm.

30 Seconds to Increase Engagement & Productivity

1. Make eye contact.
2. Use the individual’s name.
3. Say please and thank you.
4. Acknowledge one nice thing about them
5. Smile
6. Refuse to grumble or gossip about anyone in the firm.

Although these things will take you 30 seconds longer in any interaction, in the long run, they will save you much time.

Les the Partner & Betty the Associate Have A Victory

Imagine a replay of our first experience with Betty and Lester. Les drops by Betty’s cubicle, “Betty thanks so much for your hard work. We won the case. Keep up the great job! Your work is appreciated by the firm.”

Instead of planning to leave, Betty, indeed would become more loyal and work even harder.

If your law firm is trapped in habits that cause your associates to leave, send me an email at pamela@pameladeneuve.com and we can set up a time to chat.

Pamela DeNeuve, Law Firm Strategists for Retention

Email:  pamela@pameladeneuve.com

Website: https://pameladeneuve.com

LinkedIn:  https://www.linkedin.com/in/pameladeneuve  

Call Pamela:  (904) 607-1211

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