New York Lawyer
November 7, 2002

Q:
My law firm's associate review procedure only allows associates to choose as their reviewers firm partners as opposed to other senior associates. Although this may be standard practice, I have only just finished my first year at this large law firm and on some of my assignments I have not had any contact with the partner in charge.

Therefore, I'd like to know what the process is for reviewing associates in this type of situation?

Also, if senior associates who have actually worked with the more junior associates are asked to provide information, is the weight given to their reviews less than if a partner had reviewed the junior associate?

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A:

It�s more advantageous to have a partner with direct knowledge of your work reviewing you that a partner who is getting second- hand information. However, this scenario need not be a major pitfall by any means. If the partner is truly dedicated to your development, and not just ticking off a box as another pesky partner duty, this can actually be an advantage. While you will not have worked directly with him or her, the person is free to simply coach and encourage you.

If an associate will be passing on information to the partner, you can informally talk with the associate about their view of you. That way you will have a good sense of what the partner is hearing, and understand why your performance is evaluated as it is. The partner in that instance only knows what he or she hears and has to proceed on that basis.

This issue brings up some other thoughts. First, it pays to be thinking about the issue of how your performance is being evaluated with every assignment, and not just when your performance review comes up. A useful way to think about anybody who gives you an assignment, regardless of his or her status, is as a client. We tend to think of colleagues as "like us," or as people we can treat more informally than clients, and to some extent that�s true. However, if they are going to be judging your work, it�s wise to think of them as clients, and to align your attitude with the firm�s best interests. If you are always thinking about the impression you�re making, you will take these people just as seriously as you would an actual client, with all the attention, responsiveness and concern that implies.

Second, if you ask for feedback all along, whatever the associate says shouldn�t be too much of a surprise and the partner�s comments should be commensurate. Now, people often say they want feedback, when in fact they want reassurance. So you have to be clear about what you want. You�ll have to be prepared for suggestions for improvement along with reassurance if you seek feedback.

In any event, as a younger practitioner, what you need is constructive feedback. The trouble is, many people don�t want to hear anything but good news, and many others duck giving bad news, to the extent they deliver assessments about work at all. You can make things easier for someone you�ve done work for by specifically asking about an assignment, or even a part of the assignment that gave you some trouble: "Did I handle this all right? If not, can you tell me how I could do it better next time?"

If you hit the jackpot, you�ll get somebody who will take a few minutes to tell you constructively and specifically how you might improve, as opposed to giving airy praise ("Oh, that was fine") or brutal but useless criticism ("You really messed that one up").

I wish I could guarantee you that you will definitely get the reaction you want. You will need to decide whether you are prepared to hear specifics about improvement. It�s up to somebody else whether they are willing, or believe you are willing, to talk about difficult issues.

Rule number one, if you ask for feedback, is not to argue or get defensive when you hear something that�s less than stellar. The person will never, ever tell you anything critical again, and may write you off as a thin-skinned egotist.

Sincerely,
Holly English
Principal Consultant, Values at Work