I’m now in a position where young associates come to me for advice. I’m out 8 years but only have 2 in the area of law I’m in. I feel like I’m learning my way to some extent but also have a more experienced lense than they do. I’ve had so many bad leaders/examples that I don’t want to mess this up for them and take this opportunity seriously. I’d love to hear input on leading/helping others, how to give feedback to improve, etc. What is effective and what isn’t. Thank you.

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Advice about process (helpful tools/resources, how to approach or think through a problem) and perspective (politics, how the firm works, what stuff matters) can be really useful and likely more useful than substantive answers, so it shouldn’t matter too much that you’re newer to the substantive area of law. Being generous with your time and getting to know your colleagues as people are great ways to provide support. I’d probably refrain from feedback unless you were responsible for supervising someone, and then try to provide the thinking behind any changes you want and work on explaining what you want in advance to prevent any misunderstandings next time.

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Honestly, the fact that you're even worried at all as to whether you'll be a good mentor/manager to these associates instead of just assuming you know everything and it's the associates that are always wrong already puts you ahead of at least 80% of other people in your position.

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F

I usually listen to what they are asking about and try to advise honestly based on personal experiences. People really resonate with more senior associates who are able to really listen to issues and give genuine advice (and I’m not talking about just complaining that everything sucks in big law because we all know it’s hard). Just really telling them about the little wins and tips that helped you get as far as you did.

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