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You need to take the initiative on things and wait to be asked to do things. How this is done depends on your practice area.
For instance, if you're a junior on a deal,
- take ownership of the closing checklist. Update it. Tell the senior on the deal that you've updated the checklist to include xyz email.
-If you're cc'ed on comments from SMEs, include their comments in deal documents (versioning up depending on the type of document). If you are unsure of what to do, ask the sr associate or mid-level on a one-off email that you want to do xyz but don't know if you should version up the document, etc.
- Follow up on open items and outstanding items.
- calendar post closing items for everyone so deadlines arent missed
- Don't let deadlines pass on items that you've worked on and are waiting on feedback from, etc. Follow up internally in a respectful way. We are all busy
- Be the face of your work product and ask seniors for advice and feedback before sending it out on one-off emails/calls if needed.
- Monitor the data room and tell your seniors if there is a document dump and how long review will take etc.
- if specialists need to review new documents to a VDR, tell them as an FYI xyz document was uploaded relevant to them.
In sum, the higher-ups dont want to wonder or worry if you're handling something. If something is in your bucket or is something you're able to handle, do it. Tell them you're doing. Ask for help if you need it or haven't done it before. Then complete it like you said you would. Communication is key
This is very good advice! Basically, if something comes to your inbox… address it by either handling or proposing up a solution. If you have a deadline or need to follow up with someone, bug who you need to and don’t worry about being annoying.
Rising Star
Also consider you might be receiving biased feedback. I received exactly the same feedback (lack of ownership and lack of confidence), while I was in fact leading projects that were highly successful.
It turned out the supervisor gave this kind of vague negative feedback to women but not men — because he viewed men as leaders and women as support.
The red flags here are the vagueness of the feedback, the terms’ overlap with gender roles in law firms, and if they’re being directed to women but not men.
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