Trial Magazine

Cultivating a positive environment in your law firm is critical to its success. When you show employees that they are valued—that you respect them and their contributions—their performance improves. Law practice can be very stressful, but you can take steps to decrease employees’ stress and increase their satisfaction and loyalty. In my practice, I have found the following tips are key.

If you do not communicate expectations and time lines to your employees, then you cannot fairly gauge their ability to follow instructions and learn from their mistakes.

Communicate

Supervising attorneys should share expectations clearly and frequently, and they should do so through multiple methods. For example, after advising a staff member or associate how you prefer your briefs to look, follow up with an email and a written example or two. If you do not communicate expectations and time lines to your employees, then you cannot fairly gauge their ability to follow instructions and learn from their mistakes. Give employees clear deadlines, or you may end up disappointed if they delay finalizing tasks.

Make sure to communicate praise to employees and colleagues at every level too. Giving regular praise when deserved on large and small tasks is critical to fostering a positive work environment and can make a world of difference in the tone of the firm.

I have found that regular communication also improves employees’ sense of whether decisions to discipline or reward them are fair. If a clear record exists of past issues with an employee’s performance, then the employee will be more likely to understand the situation, even in serious discussions about a loss of bonus or compensation or even termination. Likewise, if employees receive a bonus, they will know what exceptional work performance led to it.

However, communication is not solely the supervisor’s responsibility. Employees also should express their needs and concerns to their coworkers and supervisors. For example, if associate attorneys receive new assignments when they already have urgent deadlines, the new assignments may be overwhelming and prevent some tasks from being done. The associate must speak up so that the firm’s work is completed well and on time. Supervising attorneys can help associates build this skill by commending them when they raise valid concerns.

Have Reasonable Expectations

Show patience, and have fair expectations for your employees. A more seasoned attorney can struggle to remember how difficult and time-consuming assignments were as a new lawyer. Be considerate of their need for time and nurturing when learning to write a motion or opposition; review documents correctly; or make their way through the maze of legal forms, scheduling, and rules of procedure in state and federal courts. Even form discovery can be daunting to a new lawyer.

This does not mean that we should sacrifice the expectation of excellence. Simply be aware of what support your employees need to perform at the highest level. When revising work, present criticism as part of a collaborative editing effort to improve the work product.

Also give your employees the chance to demonstrate their capabilities. Show your confidence in them by giving them leeway to work independently. Let them shine in their roles, and allow them to assert their individuality in the workplace and in the representation of clients. Plaintiff firms represent a diverse array of clients, and embracing associates’ range of perspectives and experiences benefits clients and the firm overall.

Create a Culture of Collaboration

Recognize staff for what they do to help the office move forward and grow, and regularly emphasize how these things are essential to running the firm and creating value for clients.

Part of collaboration is listening to your employees. Ask them about their needs and well-being, and be open to their requests. This is important because when employees’ ideas and feedback are seriously considered, they know that they are valued and will be more invested in the firm’s success.

This also extends to when employees have complaints or encounter problems with colleagues or supervisors. It is essential to have strong policies in place for handling these situations. Establish clear anti-discrimination and anti-harassment policies, as well as an “open door” policy for handling all grievances and problems, even if your firm is small, and adhere to that policy. (See p. 48 of this issue of Trial for anti-harassment policies for law firms.)

Listen carefully to your employees’ concerns so they are addressed appropriately. Supervising attorneys and partners should be reminded of—and trained regularly on—the complaint procedures that your firm follows. In California, for example, employers with more than 50 employees must regularly train their managers to prevent harassment.¹ It is a best practice for employers with fewer than 50 employees to do this as well.

Provide Tangible Benefits

Benefits and bonuses. Of course, one tangible way to show employees that they are valued is to pay them bonuses when the firm does well, when they work on a project that garnered a good result for the firm, and at the end of the year. If feasible, also provide the benefits that you would like to have, such as a 401(k) retirement savings plan, health insurance, dental insurance, and vision insurance with reputable companies.

Be flexible. Consider setting flexible expectations with work hours and how tasks are completed. Many of us started practicing with employers who demanded “face time” at all hours, but this requirement doesn’t have to be passed down to future generations. With today’s more diverse workforce—and the heavy traffic patterns in many cities—it can make sense to be flexible with attorneys’ in-office and work-from-home schedules and their requests to take time away from work. For example, if employees have important life events to manage, let them know they can take extra days off without sacrificing job security.

Encourage activities outside the office. Give your employees a chance to excel in community service and leadership roles by sponsoring their CLE courses and supporting them as they assume roles outside of the firm in local bar associations, charities, alumni associations, or pro bono projects. Your employees will appreciate the opportunities for professional development, and these experiences will enrich the perspectives they bring back to the office and strengthen their connections to the communities your firm serves.

Build Camaraderie

Hosting regular firm meals and occasional happy hours can be great ways to enhance collegiality and celebrate firm victories. Sponsoring pro bono and volunteer programs will also improve camaraderie.

For example, when associates or partners are active in a bar association or charitable community cause, our firm’s other attorneys are encouraged to attend these organizations’ events in support. Associates and partners interacting outside of the day-to-day office grind allows them to engage with their colleagues on a more personal level. When they return to the office, they are more committed to our work and more apt to collaborate.

Incorporating these tips into your practice can enhance your firm’s culture, leading to a more positive work experience for everyone.

Gail A. Glick is a founding partner at Alexander Krakow & Glick in Santa Monica, Calif. She can be reached at gglick@akgllp.com.

Notes

1. Cal. Gov’t Code §12950.1 (2017).