New York Lawyer
September 30, 2004

Q:
Last week, you wrote about a supervising lawyer who was frustrated by the work of a friend/colleague that wasn�t very good.

What about the opposite problem -- supervisors who won�t give feedback but seem to avoid you after you�ve done work for them? I feel paranoid asking for feedback -- I assume I�ve done something wrong. But, I would like the opportunity to correct any mistakes.

How can I seek out some reaction to the work I�ve done?

Submit Your Question

Find More Answers

A:

I�ll say it again and again and again: It�s the supervisor�s responsibility to provide the feedback and you shouldn�t have to seek it out. However ... sigh ...

Many people avoid, avoid, avoid, especially when it comes to delivering negative feedback, as I said in the last column. It�s probably more typical than not. So if you want a chance to learn, you may have to be pro-active.

You don�t have to be paranoid -- you simply want to know what you�ve done right and where you need improvement. Both are vital, but often people make the mistake of emphasizing one or the other. Some believe they should concentrate on the good aspects to keep the relationship positive, but that deprives the person of the opportunity to learn. Conversely, focusing solely on the negative saps morale. Here are a few tips for searching out feedback-shy supervisors:

Lay the groundwork. While you are getting an assignment, or when you�re in the middle of it, say that you�d appreciate hearing at the end how you�ve done. That way you signal not only that you�re open to feedback, but also set up the expectation that it will occur. And while you are working on the matter, ask for direction and/or correction.

Follow up promptly after an assignment is done. If you don�t hear anything, follow up yourself, perhaps starting with an email asking for some input, or dropping by the office to ask if it�s a good time to review how the assignment went. Important: do this at a time when you�re feeling upbeat, not when you�re in a depressed funk.

Press for details. If you sense they�re avoiding giving you bad news (shuffling papers, hemming and hawing, avoiding eye contact), say, "It�s very important to me that I learn what I need to become a good lawyer. It would greatly benefit me to get your advice."

Above all, listen -- and don�t look defensive. If the supervisor actually comes across with ways you can improve, DON�T explain yourself, interrupt with clarifications, and otherwise do all the things we naturally do when criticized. DO listen respectfully and look attentive. At the end, simply say, "It�s great to get some specific points, I�ll take those on board and improve my work next time."

Follow up on points that you don�t understand, but purely for information purposes. If the person makes a sweeping generalization ("your writing needs work") with no supporting details, ask respectfully for examples so that you are clear what they mean.

Only dispute points if there�s a major misunderstanding. If the person thinks you messed up on a section of a brief that you didn�t draft, obviously you should clarify. Otherwise, if you disagree on details, just leave it alone. The fact that you show you�re willing to listen to feedback will reflect better on you than quibbling about minor points.

Make a plan. Ask the person to help with specific suggestions about how to improve on the weak points.

Follow up later to show you�ve put the plan into progress. There�s nothing more gratifying to a feedback giver -- and nothing more likely to encourage future candor -- than to have someone follow up, e.g., "I�ve been doublechecking my citations and had fewer complaints about my research," or whatever it is. Is it sucking up? Of course, but it works like a charm, and it will help you so that you�re keenly aware of your good points and where you can use some improvement.

Sincerely,
Holly English
Principal Consultant, Values at Work