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I would try to be positive about it. It will give you an opportunity to get face time with people in different groups and foster those relationships. For example, our office managing partner is in a different group from me so we don’t have any interaction with matters. But I see him everyday because my office is down the hall and we’ve built a great rapport. He recommends me for work in my group (with partners in different offices that I don’t know), he talks me up to firm leadership, etc. I’ve also build relationships with associates in other groups, and some in my group that I don’t have matters with, because we’re in the office on common days and grab lunch together sometimes, etc. Being good at your job and billing are the most important - but politics and relationships are a component of succeeding too. Make the most of your time in office and strengthen relationships and your reputation.
Good, I want it that way! Continue boot licking geriatrics who won’t do anything for you!
This is where I think Zoom and Teams etc are awful. I learned sooooooo much as a junior associate sitting in a partner’s or senior associate’s office while on calls and watching and listening. Especially when they’d hit mute and explain things to you or give you insight before or after the call. Having to be on camera ruins that informal mentoring and makes it harder for people to convene in one office or conference room for a call.
I say, if firms are going to require everyone to be back in office, ditch the cameras and go back to good old fashioned conference calls, everyone convene in the most senior person’s office, and actually mentor and learn.
I know some firms don’t even have telephones anymore, only Teams. HUGE mistake imo. Seeing people in person in the office is more important to seeing people in person outside of your office.
This is so on point. People don’t know what we lost here. Learning by osmosis created better lawyers and stronger bonds.
Chief
They’re trying to get people to quit because the economy is teetering.
As someone that supervises and delegates: many associates (and partners frankly) are more responsive and get their work done more quickly on the days they are in the office, especially wrt Fridays. The juniors that come in 3 days a week are developing more quickly than the ones that don’t, or who come in but shut their doors and don’t interact with anyone in person. Unfortunately, the few people who take remote days to mean work optional days ruined it for the rest of us.
I think it’s really hard to say that remote days are work optional days when you have the billable hour hanging over us lol.
Also I shut my door when I come in, and will continue doing so.
I think everyone learns and works differently, and what works for some doesn’t work for others. Ultimately I understand why they are doing this and agree with A1 that those who build the stronger connection will advance quicker in the firm over those who don’t. Even if they aren’t even that good.
Honestly, a lot of firms are doing this — calling it “collaboration” even though everyone still ends up on Zoom. It usually feels more like a visibility thing than a culture thing.
Even sites like www.aftermathbailbonds.com point out that some workplaces just want people physically around as a trust signal. Best move is to show solid work, be friendly in person, and not overthink it.