How do I get associates to invest in cases as if they were responsible for them? I tell associates that they should take responsibility but few of them step up.

Positive reinforcement whenever they do step up. It’s like training a puppy.

If you figure this out, message me. 🤦‍♀️

Focalise them on the client as well as the case to get them to understand the dynamics of the instruction. The good ones will feel a level of responsiblity and invest, clients will sense that and the whole level goes up. The other ones are part of a bigger issue at the Firm.

I agree with CMP1’s suggestion re being a second chair. When I was a baby lawyer I worked for two partners whose rule was “you bust your ass on my case, you gets to stand up during trial.” They gave me a ton of opportunities that I have in turn given to my associates. I recently tried a 9 figure case in which all three associates who did significant work on the case handled witnesses, including a first year less than a year out of law school. I know that clients are sometimes skittish but it’s a pet of my engagement process and I tell the clients that I’ll teach and practice with the associate on my dime and if they aren’t ready to rock the night before the exam I will take the exam myself. I’ve never had a client refuse that proposal and my associates will run through a brick wall for me because they know I am willing to invest my time in them and go out on a limb to give them opportunities. I’ve never had a problem getting investment from associates and the only one who ever disappointed me went off script and crashed and burned doing to sketching I told her wouldn’t work. I dug her out without lasting damage to the client. 1 bust in 30 years is pretty good. In any case you have to give associate opportunities to shine, teach them how to succeed, give them client contact and credit when they do well, and protect them when they make the mistakes we know less experienced people make. Do that and people will be falling all over themselves to work for you.

The best way to do this is to make them feel like they invested in your firm. If they are invested in your firm then they will take ownership of their work and want to do good work. Good work will result in the betterment of your firm and thus the betterment of “their firm”. They should feel like they own a piece of the business and want to help it grow and be sustainable. Tell them as often as you can how integral they are and how much you appreciate their contributions.

Echo what’s been said. Also make sure your actions match your words. If you want them to be invested but continue to micromanage and criticize non-substantive decisions, they will quickly realize your request to “invest” is bs.

As if they were responsible for them? For the good ones, the more responsibility they’re given the more likely they will be to take it on. Not trying to be flip, but agree with P2. I’ve gradually, and I mean gradually, have pushed myself towards delegating better to associates I feel are capable, responsible and diligent. I introduce them to the client, give them responsibility for keeping the client informed and to advise the client, and gradually give them more responsibility over the cases. Those that I believe in have excelled, and with the responsibility given to them grow as lawyers and in their commitment both to the matters and to the firm

I have tried to give associates more ‘independence’ with lower exposure cases, letting them call more of the shots and importantly, make mistakes and learn how to fix them. Feeling like it is In fact going to be your butt on the line if a deadline is missed or a motion is sloppily submitted/argued seems to be a motivator. I think we all learn more from our failures than successes. It can be very hard for me to ‘let go’ and ‘let’ the mistakes happen, but I have to also trust that I can recognize when a mistake will be a small or inconsequential one to fix if I have to step in and fix it myself, but will seem big and serve as a lesson to an associate. The way associates respond to being given that leeway is very telling about their potential for higher stakes matters.

Designate them a second chair.

Incentive compensation

I have a corporate and transactions practice. Within my comfort zone of an associate's capabilities, I try to give an associate more opportunities for direct client contact, but encourage picking up the phone instead of emailing, where appropriate. I find that the associate's level of case investment and the quality of work are often better when the associate has direct accountability (or perceived accountability) to the client. This still perplexes me because I'm the supervising partner who evaluates the associate's work. You'd think the associate would prioritize impressing me over the client, ha.