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Partners tend to be harsh critics and have unfair expectations of associates. Just say yes to everything and complete the work to the best of your ability. That’ll put you in the top quartile even if you’re dumb as rocks. If you have the endurance, enough other people in the top quartile will quit by the time you’re up for partner.
Everyone makes mistakes and the people who make fewer mistakes do the work too slowly. You’ll never please everyone. Just use your best judgment and effort
I think for me it’s the ownership element. Understanding that if you’re on a case you’re on the case and you’re the most junior person so it’s your job to keep the train on the tracks and that you actually care enough to do that. So that means you care about the outcome you care about the client you care about the case. And you understand that if you’re on a case team you don’t really say no to things that come up related to the case. it’s already part of the package. What’s been most frustrating to me as a 7th year is the lack of ownership and lack of care. I’m left picking up the ball because the junior genuinely doesn’t care about what the client thinks about the work product.
But what if the case is terrible and I hate it lol
Asking more questions is almost always a good idea! Nothing makes me nervous like a junior with no questions.
Ok will try to do that!! I have a fear of looking stupid. I think was traumatized by previous firm by asking questions and being called stupid lol
To me, “not clicking” would translate as lacking comprehension. It may help to make sure you understand the larger context of the assignments you are getting so you can ask intelligent questions and contribute. Initiative isn’t helpful if you are rowing in the wrong direction. As a junior, I was praised for being smart and asking thoughtful questions. My questions were actually veiled suggestions, but as a junior I didn’t want to come off as arrogant or a “know it all” so I would ask. Sometimes I would be wrong, but I was gracious about learning.
For me it’s having a bit of a sense for clients and how things you’re doing fit into the overall deal / what is important to clients. Not just seeing what you do as a single project that you’re getting a grade on and moving on, but rather understand how it’s important and why you’re doing it. Understanding how something will come off to a client (for example, just saying “here is our issue” in a diligence memo isn’t helpful to the client. You don’t get a star just for issue spotting. They need to know why and how big of an issue it is, and how to fix it)
The feedback I also received is everyone liked working with me, I’m personable, am hard working… maybe I’m just lacking the technical skills? For reference I lateralled into this firm into a practice I haven’t had much experience in so I’m learning a lot of things for the first time that maybe they expected a homegrown junior to know how to do?
Coach
That really doesn’t seem fair to me. Sorry you’re in this situation.
I would have a plan B
Starting to reach out…
Thanks so much this has all been so helpful. I spoke to the partner and he said I had great businesss sense/ ability to see the big picture and maybe I’m just not someone who enjoys the nitty gritty in the agreements/ the detail oriented aspect of the work. Am I cut out for this profession 😩
Yikes that sounds like a very kind delivery of a warning. This can be a hard reputation to shake. That doesn’t mean youre not cut out for the profession! But maybe this isn’t going to be the place where you thrive? Seems like they are doing a fair amount of signaling here.
Your job (and your real clients right now) are the senior associates and partners of the firm. A good junior makes their work and life easier - whether it’s emailing and communicating in a way that gives the salient points for senior use, being a “safe” pair of hands where I know your work won’t need deep dive review for basic details and as a plus - good judgment.