{ "media_type": "text", "post_content": "4th year going into my 5th year and am leading discovery and case management on a case with a $5 million budget (yeah!) with a rocket docket. Starting to understand why partners have no time to do substantive work: it’s all answering client questions and managing staff, associates, and reviewing partners. \n\nAny tips for the transition? I’ve never been too demanding from my colleagues and usually just pick up any slack myself. Now I need to motivate others and give direction.", "post_id": "5f6f3300f976010022c91409", "reply_count": 8, "vote_count": 7, "bowl_id": "552d1d24dc1c586b09d2d052", "bowl_name": "Law" }

4th year going into my 5th year and am leading discovery and case management on a case with a $5 million budget (yeah!) with a rocket docket. Starting to understand why partners have no time to do substantive work: it’s all answering client questions and managing staff, associates, and reviewing partners. Any tips for the transition? I’ve never been too demanding from my colleagues and usually just pick up any slack myself. Now I need to motivate others and give direction.

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Delegation. As you get more senior you should be doing more strategy and supervision, and less initial drafting. Get comfortable giving very clear instructions so the team gives you what you want the first time. Tell people clearly when work isn’t at the level you expected and what needs to be done to fix it (you shouldn’t be fixing everything yourself). This stage is difficult because you’re drinking from a fire house and need to manage both up and down.

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I’ve also come to find that asking people to do things - even when you aren’t really asking - goes over a lot better than telling people to do things, especially as you are just starting to transition into this new role. The answer needs to be yes, and you need to get them to yes, but asking still gives them a sense that you aren’t ordering them around which usually helps.

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Also remember to trust your team. And learn early that if your client wins, it was your team’s doing. If your team messes us, it’s your fault. You’re in charge, don’t ever pass off blame on people more junior to you.

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Great perspective!

Figure out when your power hours are to do work uninterrupted and plan your day, do some list-making and strategizing. Makes a world of difference.

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I wish! I know my power hours are in the morning and the client is European so wants all the updates and calls then. It’s rough.

If you have competent juniors or mid-levels on your team, give them autonomy and include them in all email chains/calls so that they contribute as much as they can. I’ve had senior associates who never bothered to include juniors on the calls or emails with clients that I couldn’t work effectively even if I wanted to.

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Forgot how annoying this was as first and second year. Thanks for the reminder.

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