New York Lawyer
August 25, 2005

Q:
I am currently working in a small department at a BigLaw firm where, for the most part, the partners and associates are extremely collegial and friendly. I am about to leave this firm for another legal job in the same practice area. I know that at my exit interview I will be asked about my reactions to certain partners with whom I have worked. They have all been wonderful, with the exception of one partner who is, to put it bluntly, a bully. Working for her has been a huge impetus behind my decision to leave the firm, and I know from talking to other associates that the past two associates who have left the firm have also left, in large part, because of her.

What do I say in my exit interview when asked the inevitable question about the partners I have worked with? Do I tell the truth (tactfully, of course) at the risk of "burning bridges" and potentially losing the esteem of my colleagues and supervisors? Or do I keep my mouth shut when I really do think that the powers that be ought to know that this partner's behavior is driving associates away at record numbers (all of the associates, including me, have left within a year)?

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A:

I always hesitate before answering these questions because the obvious course of action -- to tell people truthfully what�s going on -- so often results in no change, and often winds up with the �truth-teller� getting burned. Hate to be jaded, but it�s just the fact of the matter. Having said that, let�s examine the options, as (along with my cynicism) I also have a persistent hope that each situation presents an opportunity to make things better in the workplace.

I�m assuming that you�ll be talking with an H.R. person. The H.R. people frequently have no real power and don�t feel able to pass on nuclear information of the type you�re suggesting. If you know differently about your H.R. department then you should feel freer to tell them the awful truth. However, you should only reveal this information if you feel comfortable that you would not be harmed in terms of �burning bridges,� as you so aptly point out. If you practice in an area with a relatively small circle of practitioners, it could be that this action could come back to haunt you. If her bad habits are well known, you would be less likely to lose the respect of colleagues and supervisors.

Finally, the manner in which you impart this information is crucial. The key is to focus on the business reality for the firm. You can let the firm know that they are losing lots of time and money due to high turnover caused by this attorney. That�s the business issue, and if you concentrate on that (rather than on a more personal message such as just how much you despise her, how loud she screams and how belittlingly she cuts you down, etc. etc.) you will have more credibility. If the overall ethos is warm and friendly, as you say, there may actually be some interest and concern about a person who so violates that norm, as opposed to departments overloaded with cretins who believe a nasty mien is part of the package.

Sincerely,
Holly English
Principal Consultant, Values at Work