Even though my formal mentors remain readily available, I’ve also benefited tremendously from informal guidance within my office. For example, the litigation associate in the office next to mine is a valuable resource for brainstorming legal strategies and getting feedback on pleadings, even though we practice in different areas. Her experience translates well to my work, and I love that I can knock on her door with two cups of coffee for a quick chat whenever I need help.
Having both formal and informal mentors is key. Sometimes, I need someone to help craft an eloquent email, and other times, I just need to bounce ideas off someone without fear of judgment or sounding naïve.
CROSS-OFFICE MENTORING vs. INTRA-OFFICE MENTORING
The digital age and virtual nature of business allow people across the country to conduct work both within and across offices. My firm has 13 offices nationwide, and I work in one of the smaller offices. Many of the attorneys in my practice division are located at least a time zone away.
Working with someone in a different location requires an understanding of communication preferences. Some may prefer video calls to maintain a certain “closeness,” while others are never more than a quick text message away. When connecting with my mentors in other states, I like to build rapport by asking about their lives outside of work. Have they seen any good movies or TV shows lately? How’s the weather where they are? (Although I’ve heard to be careful with that question, as my Midwestern colleagues don’t always appreciate hearing about Florida’s sunny, 75-degree weather in February.)
Because we work hybrid schedules, I also carefully consider communication with the attorneys in my own office. I try to keep things light and fun by leaving sticky notes (adorned with cats!) if I go by someone’s office while they are out or working elsewhere.
PARTNER vs. SENIOR ASSOCIATE MENTORING
Different mentors with different levels of experience offer guidance in their own way. For instance, I tend to reach out to my senior associates for more nuts-and-bolts questions on where to look for resources, such as finding a specific practice notes page in Westlaw’s Practical Law. I approach partners with bigger-picture questions, such as broader strategy and how to tackle legal questions or problems.
Generational differences also come into play when working with mentors at different career stages. However, assuming someone’s communication preference can be dangerous, so the key is to ask each mentor or potential mentor their preferences.
TAKING THE PLUNGE
Ultimately, mentorship is a dynamic process. Sometimes, the first mentor an associate finds is not the best fit, and there is no shame in switching to someone else! Allowing room for growth on both ends of the relationship between associate and mentor helps ensure that everyone benefits.
Every associate needs to know that it’s normal to experience anxiety around mentoring. At times, you may fear being a nuisance or asking a silly question, but that’s usually imposter syndrome talking. Mentorship serves a more important purpose than merely securing a top client or climbing the corporate ladder: It allows professional and personal growth for both parties, expanding their worldview in and out of the practice of law. Yes, you may get water up your nose while learning how to swim, but, at the end of the day, we’re all aboard the same boat.
Check Out Legal Management Talk for More on Mentoring
Mentorship programs can be a powerful recruitment and retention tool at a legal organization. Elise Powers of Eleview Consulting joined Legal Management Talk to talk about how to structure a mentorship program and convince partners to dedicate time to supporting the next generation of senior attorneys. Tune in today!
