New York Lawyer
October 20, 2005

Q:
I have been at a big law firm for a year and I just do not know whether they like me, which makes me nervous. Though a few partners have giving me positive feed back, I have made a few mistakes along the way also (mostly due to time constraints) and feel that those mistakes might have blemished my reputation.

How can a junior associate like me remain sane while not knowing where they stand?

I do not want to be a superstar or make partner, but I also certainly don't want to develop a bad reputation (or paranoia).

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A:

It is normal to feel unsettled, especially in the early part of your practice, where you are finding your feet, learning to be a lawyer, and generally green. So don't think that you are alone in this experience. There are several ways to deal with this situation. One approach is to simply accept that at the outset of practice, before you find your niche and are more established, you are likely to have this insecure feeling, and it will fade away as time goes on.

In the meantime, if you feel that you need some reassurance, talk with a mentor, formal or informal, and/or talk with other peers within the firm to find out their experiences in getting feedback. You can also compare notes with people in other large firms who are your peers, to get a sense of their experiences in terms of knowing how their work performance is judged. "No news is good news" is a pretty common approach, unfortunately.

Everyone makes mistakes when they start out (and many people make mistakes as established practitioners), so don't beat yourself up too much about that.

Theoretically, you should have a performance review one of these days. In many places, however, reviews don't happen or are given short shrift. If you don't get a review soon, ask the human resources department what the policy is for reviews. Performance reviews, properly done, provide a vital service in identifying where you stand at a moment in time, how you can improve, and best of all, how you can reach your own professional goals. In that respect, it can be very positive.

Another approach is to ask individual attorneys with whom you've worked for feedback. Just say, "Would you mind telling me your thoughts about how I did on this assignment, what I did right, and where I can improve for the next time?" If you honestly appear to want feedback, you will be more likely to get the real story.

P.S.

I got a question in April 2005 from a reader who had spent twelve, count `em, twelve unhappy years as a lawyer and wanted some advice about how to move on. I advised her extensively about the use of a coach to break the impasse. I'm happy to report that this advice worked out well, as I heard from this person recently:

"I am writing to say thank you. You gave me the information and the kick I needed to get started. I found an excellent career coach and made a transition from lawyer to director of human resources in just over 4 months.

"The coach was able to help me identify fields outside of the law where I could use my legal training and experience. We worked together to figure out why I hated being a lawyer and where I might be happier. She helped me with my resume and interviewing so that I could explain how my legal experience was applicable to a new field. She kept me focused and motivated when I became discouraged.

"I only wish I had started this process sooner. There are good options for lawyers outside of the practice of law and it was easier to make a change than I imagined. Thanks again for your guidance."

If only all workplace problems were solved this easily . . .

Sincerely,
Holly English
Principal Consultant, Values at Work