Associates, what do you wish your partners did better? How can partners improve their relationships with you? I am hoping to create a positive culture for my associates so would appreciate any insight, especially from more junior ones.

Saying thank you/good job.

Actually providing constructive feedback and checking in on associates as human beings sound basic but make a world of difference.

More regular feedback outside of annual reviews. Like after a deal ends or if I just mess something up in an email give quick feedback as soon as is feasible. Something like hey no big deal but when you make this request of OC you shouldn’t do x goes a long way.

Don't give them the mushroom treatment (i.e., keep yhem in the dark and feed them sh!t.)

I think a lot flows from being very intentional about creating an environment where associates’ success feels like (and is) a real priority. And that’s a day to day thing far more than a every quarter or annually kind of thing—it’s monitoring what associates (especially those you work with repeatedly) have or have not done before, and giving them tips and advice when you know they’re in a new situation. It’s making yourself approachable to associates of all levels who want to do the job well and encouraging them to come with thoughtful questions. It’s genuinely wanting to be a mentor to your associates and them really believing you are. And most importantly, it’s giving them the opportunities to shine when you know they’re ready so they can really develop their skills and eventually learn to stand on their own.

Maybe I’ve just been unlucky or the reality of being a senior anywhere is that you’re on your own, but I haven’t really had anyone proactively guide me probably since I was a third year (and at a different firm).

It’s good that you’re thinking about this, and I would start by reflecting on your own experience as an associate. I think a lot of us get older and start to think that we were pretty darn special and hardworking, and that today’s youth are somehow different. That mindset will get you way off track. Your associates are not different from you were; they have the same talents and motivations as you did. They’re smart, eager to do well, and want to be part of the team, just like you. And training and supporting them is not a side task that you fit in here and there when you can. It’s a core part of your job as a member of a profession. They’re your colleagues so treat them accordingly. When they look good, you look good. I bet most of what you need to know and do will flow just from truly understanding and internalizing those fundamentals.

As far as what to do and not to do, make a list of all the things that happened to you and your peers back in the day, all those times you muttered under your breath “I’ll never do *that*.” Don’t throw your people under the bus. Don’t spring work at the last minute because you sat on it for 2 weeks. Think about what you actually want, and what someone would need to know to produce that, before assigning work so that you can give good instructions. Give thoughtful feedback and let people fix their mistakes. Share credit and talk your people up, both internally and externally. Don’t yell or demean people and don’t tolerate it on your teams. Get your associates stretch opportunities when they’re ready, even if it means sticking your neck out a bit with a client. Let your junior teammates get to know the context of what they’re working on so they feel invested in it rather than doing piecemeal work and never seeing how it’s used. Don’t play favorites and be conscious of where implicit biases may creep in. Be available to answer questions. Etc.

Address junior level performance issues. As a senior, I hate it with a passion how the partners in my group are buddy buddies with a couple of terrible juniors. It drives me nuts when the partners say all those glowing things about said juniors while in reality they are constantly late, turning in bad work, ghosting me, openly not following directions after I explain things to them repeatedly. Yes, we are expected to manage the juniors and mid-levels, but if they refuse to be managed, there is little I can do other than telling partners that this is an issue affecting the work. Telling me that I just need to learn to work with all personalities is not cutting it in this type of scenarios.

Understand our pay structure and if your firm is black box regarding bonuses, have the foresight to go to the committee responsible for bonuses and promotions and advocate for the associates you want to retain. It’s pretty much a slap in the face to us when we don’t get promoted/compensated adequately when we are billing 2000-2100+ hours and peer firms pay auto market bonuses with the same hours. And then partners at black box firms act shocked when associates leave after bonus season lol

Expect the same of yourself that you do of them.

Treat associates as human beings, not objects that are just there to make partners’ lives easier and generate cash. It’s surprisingly so easy to tell if we are just treated like objects

Great post. I’ve heard just about everything over the years from the associates I work with, and simply taking the time to ask this question already says alot That kind of thoughtful, proactive approach goes a long way.

Treat your juniors like people. This is a new and extremely stressful experience for them. Many juniors are desperate to do well and genuinely want to be part of the team. Take the time to get to know them as people, not just as juniors who work under you and grind on your matters.

I’ve been unfortunate enough to work under partners at two firms who treated me terribly. The common thread among them is a lack of appreciation for the people around them; they treat their juniors as disposable grunts. The hazing was unbearable.

I’m a 4th year leaving my firm soon. I am pretty sure there are at least a couple partners in my group who still don’t know who I am. So my suggestion is, take an interest in your juniors. Take them to coffee or lunch. Reach out on your own - don’t wait for them to approach you. It is intimidating as a junior to approach a partner - not for everyone, but for many. Take an interest in their staffing - what do you think juniors should know by each year? How can you staff them to ensure they are getting that experience? Do you want them to have broad exposure or start finding a niche early on? Don’t wait until they’re seniors to care about their career. Early investment really means a lot.

Don’t just delegate and disappear.

Use their brain

I love this post, and OP you’re going to be a better leader for it. To me all of this feedback really is pleading for the same thing: “collaborate with me.” When time is tight and pressure is on, it’s so easy to treat people as a means to and end and not an end in their own right.
Perhaps hang a plaque of the Categorical Imperative on your wall as a daily reminder of this?