“Micromanager” is a notorious label that most law firm partners dread. But many swing too far in trying to dodge this taboo when associates crave direction.
There’s a difference between being a control freak and the captain of the ship. Let’s debunk some common myths and set the stage for a new understanding of effective leadership.
Myths Versus Reality
Myth: Rigorous feedback about someone’s work product indicates distrust.
Reality: Expecting attention to detail and consistent excellence from associates isn’t a sign of mistrust. It’s a way to uphold a firm’s reputation for excellence and enable the professional growth of your team.
When providing detailed work feedback, point out what could be improved—but also share what someone did well. Constructive criticism paired with positive reinforcement goes a long way toward getting more of the type of work you’re looking for.
Myth: Total autonomy is the best growth strategy.
Reality: No one wants an overbearing boss, nor one who’s absent. Active engagement with your team helps ensure a shared vision, allows you to set standards, and provides an opportunity to spot and address potential performance issues early.
Lawyer-managers can balance independence and guidance by having regular team meetings, especially on an active matter, where the partner is present but is primarily there to provide feedback. The associates establish the agenda and take the lead on providing updates and suggesting next steps to move the case forward.
Actionable Steps
Guiding associates toward excellence without overwhelming them with relentless oversight isn’t easy. But how do you inspire without intimidating?
Consider the reflections of Amanda Tyler, a former clerk for Supreme Court Justice Ruth Bader Ginsburg. Following Ginsburg’s death, Tyler recounted the rigorous process of drafting opinions under Ginsburg’s tutelage. The work was demanding, and expectations were sky-high, but the objective was always clear: to achieve the coveted endorsement, “just right,” on a draft.
Tyler equated her experience to playing basketball with a legend like Michael Jordan—being in Ginsburg’s presence compelled everyone to elevate their game.
Ginsburg’s leadership demanded excellence but also cultivated an environment where her clerks felt compelled to give their best. Similarly, for law firm partners, moving beyond the mere label of management and truly inspiring associates with strong leadership entails more than just occasional feedback. It’s about consistent engagement, open communication, and a commitment to professional growth.
Drawing inspiration from Ginsburg, here are some examples of effective management techniques in a law firm setting.
Regular Check-Ins
Establish regular check-ins that create hopeful anticipation for helpful feedback instead of apprehension. These sessions should be seen as a time for collaborative problem-solving, strategizing, and mutual learning, rather than one-sided reviews.
Recognize Achievements
Don’t let the achievements of your associates, no matter how small, go unnoticed. In the drawn-out course of legal matters, these small wins fuel perseverance and team morale. Acknowledge the small steps forward to build momentum even when the end goal is still a long way off.
Stay Connected
Integrate yourself into the fabric of the daily workflow, becoming a resource rather than a mere auditor of performance. Make the most of informal discussions, offering your insights during a coffee break or a brief encounter in the hallway. These spontaneous moments of mentorship humanize your role as a manager.
Foster Professional Development
Encourage associates to seek out professional development opportunities. Whether it’s attending firm-sponsored workshops, presenting at a practice group meeting, or dedicating time to read up on industry trends, continuous learning enriches their skill set and enhances the team’s collective expertise.
Partners can set the tone by sharing their own learning experiences and facilitating training sessions or group discussions on pertinent topics.
Steering clear of the micromanagement trap doesn’t mean relinquishing control, but rather redefining hands-on leadership.
Law firm partners can cultivate a thriving environment that fosters growth, nurtures talent, and drives collective success. It’s not about less management, but smarter, more strategic, and more empathetic guidance.
This article does not necessarily reflect the opinion of Bloomberg Industry Group, Inc., the publisher of Bloomberg Law and Bloomberg Tax, or its owners.
Author Information
Katie Aldrich is director of coaching and program strategy at Fringe Professional Development. She was previously a business litigator and worked in professional development at two large law firms.
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