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My overall impression is that they are highly demanding partners (they do pay above market) and are providing constructive feedback without putting much thought in how they’re packaging it to you, and that you might be misconstruing or overreacting to their tone.
Learning is a young associate is all about trial and error. And doing everything you can to “figure it out” as much as you can and provide as helpful as a response. Going back to a partner and saying you couldn’t figure it out is usually not the best response. Instead, you should try to share what you did find out, how it might answer the issue/question, and then ask for more ideas on how to approach it.
OP, so if I am not able to find an answer in a legal research, I would go back and say “after exhausting all my resources, I was not able to find the answer we’re looking for. Do you have any suggestions of what I can do? Here is my research key terms that I used:…”
Hint: use the Westlaw and Lexis legal research assistants. They’re attorneys and no one at your firm will ever know that you used them. They’ll put search keys for you and are generally really good.
If it’s not related to a legal research, I’d say “I looked at X documents but I cant seem to find the information we are looking for. Is there another document I should be looking at?
Or simply “I’ve never done this before. Could you please share a sample I can use as guidance?”
Are you the only associate? You need to seek out the next most junior associate, preferably someone 1-2 years more senior than you, who is willing to mentor you. I came up in a similar environment and practically lived in the associate’s office next door talking through everything I did that first year and it was invaluable. Now I do the same for the junior next door to me.
Partners often lose sense of what you know and don’t and what is a reasonable expectation the further removed they get from your position—I’ve found myself slipping into that problem now as an 8th yr. It’s always better to bring your questions to someone more junior first if possible. They’ll have more patience and be better able to fill in the gaps that the partner missed.
Thank you for your input!
(1) I get a relatively straightforward assignment. I have a question on how to complete said assignment. I read XYZ Secondary Sources, etc. and still can’t figure it out. I ask the Partner for clarification/guidance (e.g., “To be clear, you want me to do X,” or “Is it this or this?”). I’m usually told to figure it out and/or my question is scrutinized. Subsequently, during my X month performance review, I’m told that I don’t ask enough questions. More specifically, “informed questions.” So now I go the extra mile while doing my due diligence before asking a question, but I’m met with the same response. My thoughts are (A) the time it took the Partner to scrutinize my question exceeds how much time it would’ve taken them to just answer it and (B) it feels like if I ask a question, I lose; If I don’t ask a question, I still lose.
(2) Instructions are more often ambiguous than not. Sometimes they ask me if I’ve done X like they asked 3 weeks ago, but they never asked me to do X and only asked me to do Y. Furthermore, the Partners assume that XYZ is common sense and XYZ Rules are basic. When I ask for clarification on the instructions and/or XYZ, they get frustrated and tell me to pay better attention. (A) I am paying attention and it’s precisely because I’m paying attention that I realize the instructions are unclear. (B) I read the entire Rutter Guide chapter on XYZ and still have questions on the instructions. Again, I’m a first year. (C) Their expectations feel unreasonable given my resume did not represent any prior litigation experience and I’m a first year.
(3) My support staff has 0 experience so I’m left with a lot of the administrative bullshit. I recognize that there are pros and cons to this so it’s tolerable.
Bottom line: The substantive law is really fascinating and our clients are impressive. When times are good, the Partners are chill and my relationship with them is generally positive. I’m given a lot of leeway to fuck up and learn. I’m learning at a much quicker pace than my peers at other firms. I don’t get yelled yelled at like my peers in big law. The hours are relatively tolerable. HOWEVER. It feels like I’m always put in a position to fail. There has been 0 training. The training is essentially to do the assignment, fuck up, get chewed out, revise, and repeat. I’m generally tolerant and good at neglecting my mental health, but the constant scrutiny, frustrated and rude remarks, etc. is really fucked up and catching up to me. My personal life has rapidly deteriorated. Is this all normal? If not, what is irregular and how do I deal with it? For those who were in similar situations, what steps, routines, or actions did you take that helped? How do you walk the fine line of standing up for yourself and not talking back to a Partner?
I had the same experience at my first big law firm particularly with one of the partners. I later learned (without inquiring into it) that other associates were having the same problem with her. She was giving unclear instructions (if she answered the question). It’s rude (and stupid) to assume a attorney didn’t do his due diligence before asking questions and then making a false assertion on that associate’s performance reviews. Of course, it happens, but you shouldn’t assume that when someone asks you a question. Anyway, I became very frustrated at her so I would summarize the assignment in an email to make sure I’m on the right track and to create paper trail for my annual reviews. When she again opened her mouth to make a false damaging assertion about me, I showed the emails to the head of my group and he agreed with me. I ended up leaving the firm because of that same partner. I would say if all of them are like this, find a better law firm. And, document everything for your annual review. Also, talk to your mentors.
Boutiques are more sink or swim than traditional biglaw firms because they don’t have the resources or formal training programs put in place. There is a reason a lot of boutiques don’t hire juniors. Biglaw firms have formal training in addition to what the partners and other attorneys can offer. There are advantages and disadvantages to both. In the end, if you are unhappy I can promise you there is a place you would be happy, make good money, and get better training.
Thank you for your input. What would you say the biggest advantages and disadvantages are working at a boutique? Can you elaborate on there is a place I would be happy?