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When I was a junior I always thought to myself that the partner/senior somehow forgot all recollection of what it was like to be a junior. I promised myself I wouldn’t be that way. Even now, I look back and I’m like “that partner asked me to do something I’d literally never even heard of and provided no instruction, what a scumbag for holding that against me.”
respond to Partner - say it again, you provided no context. tell me the ask clearly, give me the context of why i need to do this, tell me which documents to look at it etc
Chief
On the flip side, they have a college degree, plus a doctorate, plus a license.
I’m routinely in awe by the failure to ask questions or critical thinking about next steps. Don’t get me started on the “Gen Z stare”…
Chief
Training hasn’t really changed. The candidates have. Yes I know every generation says this. But here, between grade inflation, removing standardized college admissions, & trying to teach remote during COVID-this group is YEARS behind where they should be developmentally
The sad truth is that the partnership setup rewards endurance and business development, not necessarily quality of management. Many partners are awful managers and it self-reinforces as they teach others to do the same.
At the same time, lots of first year mistakes come from a lack of intellectual curiosity or an overly rigid expectation of being spoonfed instructions. Yes, first years are stressed. We all are. But it is on you for not asking questions and interfacting better with senior associates. Those mistakes can and should be owned since they will make you a better associate.
I will never forget what my professor who at the time was covering the NY CPLR said that the very first step to making your case was to make the opposition case for them. Once you can see the other side you will find it much easier to knock them out of the park. Although it took about 10 years until I was directly involved in civil litigation, I realized he was right. From that point I no longer worried about how well our case would stand up.
I didn’t make them make typos or not understand logic or generally not know how to write a cogent sentence or, if they don’t understand something, not ask questions. I mean for ffs take some ownership here.
Also welcome to being an adult. You think clients give clear instructions. It’s our job to figure it out and it’s your job as a junior associate to struggle with the issues and document. You want to be some cog, then get replaced like one when AI “takes over”.
The best associates ask a million questions, seek clarity, push back on things they think they know, and otherwise pester partners until they think they understand the issue.
I don’t disagree A1. I would say as one who didn’t start at Kirkland (or anywhere near top firms), though I’m a partner now there, find peers who how will debate with you and argue and struggle with. My formative years were done training with fellow associates and senior associates. I didn’t get serious partner attention in my field until I was closer to senior. The point I’m making is you really have to make it work, with or without institutional support. If you believe what you write about what it takes, you’re already ahead of the game
Similar things happen at my current firm, and it's a parade of associates going out the door. I refer to it all as a form of hazing.
I find that they are also the product of overstaffing and personal failings