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Anyone hearing any crazy bar exam stories?
My favorite office activity: canceling meetings.
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Anyone hearing any crazy bar exam stories?
My favorite office activity: canceling meetings.
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Pro
A7, something silly that isn’t a real problem. They get thrown in there because some people think that reviews aren’t allowed to be 100% positive. Most easily identified by when you ask “how would you recommend I improve about x?” And the answer is “oh I wouldn’t really worry about it”
People you trust. And it should be talked about more because I think juniors (and I as a senior still do not get this on first read) do not understand that areas of growth are not criticism. There is a YouTube video by some Harvard professors at google on feedback which is very good.
Pro
I’ve discussed them with trusted friends (people I actually hang out with outside of work) but not work friends I only socialize with at work events.
I have also discussed reviews with more junior associates I mentor. That can be very helpful if you’re wondering if what you heard from partners was something to worry about. If you trust a senior associate, you might consider having coffee with that person to discuss the review process generally.
I think it’s okay to talk generally about how it went. For example, thoughts on the review process generally. But I would not go into detail about the comments you received or ask others to share their specific feedback just to compare notes. If you want to talk more or get advice with people you trust, that’s one thing, but reviews and feedback can make people feel vulnerable, so treading carefully is probably a good idea.
(Although I’m all for sharing salary/bonus information if you’re up for it. That’s important for pat equity/making sure you’re not getting screwed.)
No
No
Yes but only really close friends.
No
Why would you ever compare performance reviews? You’re not the same person, working on the same things. There’s no parity.
If they’re not putting you on a PIP, the only thing that matters is being the best damn counselor for your clients. Close more cases/trials/deals whatever than your peers. Have the client recognize you as a trusted resource. Anything else is vanity-driven personal micromanagement.
SC1, obviously the reason is to assess promotion chances and whether you should stick around or not.
I don’t think that’s accurate at all firms.