Law is a people business. Let's "act like it."

Let’s talk about the Paul Hastings slide.

As an expert on mental health and wellbeing in the legal industry, let’s just say, I have some thoughts.

First, let’s discuss the whole “You’re online 24/7” expectation.?

Plain and simple, this is ridiculous.?

It isn’t humanly possible to be online 24/7.?

Whether or not you consider this truth unfortunate or inconvenient, it still remains.?

People need sleep.?

A 24/7 standard isn’t attainable.

Moreover, it promotes extremely unhealthy levels of overworking, which can create competency issues over time and, at worst, increase the likelihood attorneys will come to depend on substances to continue working through sustained periods of sleep deprivation.?

As someone who struggled with Adderall addiction in an effort to over-perform beyond what’s humanly possible, let me tell you, expecting the unreachable of yourself or others is dangerous.

For those that echo this online 24/7 sentiment, first, someone has to say it, and it might as well be me, you sound like an ass hat.?

Championing unattainable expectations isn’t a flex.

Dial down the Gordon Gecko “money never sleeps” mantra for just a second and let me remind you…

Just like the people that work for you…

You’re human.?

“Act like it.”?

You know what is a flex?

Knowing what your actual (attainable) expectations are and clearly communicating them to your team members.?

When you use unrealistic standards you create confusion as to what the actual expectations are.?

If you expect your junior associates to respond to emails within 30 minutes of receiving them between the hours of 6 AM and 11 PM, say so.?

Empower the people that work for you by giving them that information.?

Create clarity.?

Then they can decide if they want to meet that standard or opt out of it.?

To the author of the slide…

Working at an AmLaw 20 firm IS a privilege. One many attorneys would kill for.?

And the expectations at an AmLaw 20 or 200 firm often are different than those at other organizations.

The standards are not for everyone AND that’s okay.?

But the standards have to be attainable.

Otherwise, as with the 24/7 expectation, you’re merely setting people up to fail.

Be more thoughtful with what you’re asking.?

Get clear on what you want.

Make sure at least some people can actually live up to it.?

Then hold them to that standard instead.

As for “the client always comes first and is always right” expectation…

No.?

You have a responsibility to yourself and your health first and foremost.?

Burnt out lawyers do bad work.

And it isn’t your job to sacrifice yourself and your wellbeing for the sake of keeping a client happy.

What DOES your job entail?

Giving your clients what they NEED, not what they want.

You won’t have this mastered at first.?

But as you advance in your career, you’ll get better at discerning the difference between the two.

As for work needing to be “done perfectly and delivered yesterday”…

Fuck perfection.

It isn’t attainable either.?

And the path to perfect is paved with burnt out lawyers suffering from anxiety disorders, depression and addiction issues.?

Your work will never be perfect.

There will always be room for improvement.

That is INHERENT in the PRACTICE of law.?

Especially in a fast-paced world where the quality of the work-product and the speed with which it needs to be completed are often at odds with one another.?

Learning what “good enough” is comes with time too.?

As an attorney, you’re going to want to learn how to define that term for yourself.

Doing so is essential to having a sustainable career in the legal industry.?

Otherwise you’re always striving for better.

Always aiming for more.?

Always chasing the horizon in hopes that you’ll eventually arrive at perfect.?

Always feeling like you’re missing the mark until you do.

But you won’t ever get there.

Because perfect doesn’t exist.?

Also, having things done by “yesterday”?

Not to point out the obvious, but that isn’t possible either.?

Again, with the unattainable standards.

What turn around time IS achievable?

Be honest. Be realistic. Strive for that.?

Okay, now for the whole treat senior associates and partners like clients BS...

I’ve said it once and I’ll say it again…

Senior associates and partners are not a junior associate’s CLIENTS.

They’re a junior associate’s COLLEAGUES.

This mantra is the textbook definition of good advice poorly given.?

Here’s what people typically mean when they parrot this idea…

The want juniors to take the work seriously.?

They want them to communicate clearly and professionally.

They want them to meet deadlines.

They want them to give attention to detail.?

They want them to proofread and produce work-product that can be flipped to the client without much oversight or review.?

If that’s what you mean, SAY THAT.

Juniors already feel self-conscious and worry that they aren’t doing a good enough job.

You don’t need to exacerbate this.?

Telling associates that they need to treat their supervisors like clients has a chilling effect on them reaching out for the support they need to be better at their jobs.

Also, let me be clear…

Instilling more fear in young lawyers isn’t going to get you the outcome you’re hoping for.?

It’s short-sighted.

I think that’s my main issue with the whole slide.?

So many aspects of it are just so damn short-sighted.

It’s laden with judgment.?

It’s meant to induce fear and shame.

And fear and shame don’t inspire.?

They shut people down.?

To build successful teams you have to mentor and encourage.?

Not chastise.

Don’t get me wrong, there are some points on the slide I agree with.?

I’m all for people taking ownership, acknowledging their mistakes, and taking pride in the work they produce.

I teach my clients to take radical ownership over everything they do.?

I also believe that your reputation matters.

That you should be thoughtful and deliberate in how you work and what you deliver.

And that your career is your responsibility, no one else’s.?

But most of what’s on the slide I can’t get behind.?

To the author of the slide and those that agree with these sentiments…

This is a YOU problem.?

These bullet points wreak of bad management.

They’re full of unchecked and unmanaged frustration, resentment, and, frankly, righteous entitlement.

They show your lack of compassionate leadership.

They demonstrate your own failure to take radical ownership over training and mentoring associates.

And they evidence extremely low emotional intelligence—the most crucial skill attorneys must cultivate to lead successful teams.?

These shortcomings?

They’re going to prove to be a challenge for you as you advance.

You will not build the team you want with this attitude.

I see it every day.?

I coach attorneys who come to me pissed off about associate performance.?

And here’s what I tell them…

New levels bring new devils.?

As you advance in your career, there’s a shift in the skills you have to develop to be good at your job.?

In the beginning, it’s all about learning how to do the client work.

But as time passes, instead of mastering the technical skills, you have to learn to lead.

Mature leadership looks like this…

Having clear, attainable expectations for the people that work for you.

Communicating them effectively and respectfully.

Making yourself available to train and mentor associates as they learn.?

Expecting that things will not go perfectly.

Maintaining your composure when they don’t.?

Staying grounded, understanding and resolved as you troubleshoot the process with them.

Dropping your entitlement, humbling yourself and remaining curious and patient as you work out the kinks together.

And encouraging the people who struggle instead of judging them.

Listen…

BigLaw isn’t for everyone.

That’s okay.

How you treat the people who work for you as they learn whether or not it’s for them speaks volumes about you.?

Some people will thrive in BigLaw.

Some people won’t.

All people deserve respect and kindness as they figure out which camp they fall into.?

Law is a people business.?

Filled with hardworking people trying their damnedest to do the best they have with what they’ve got.

“Act like it.”