Thriving in a Multi-generational Law Firm

I. Introduction 9

1. Challenges in communication 9

1.1 Different ways of communicating 9

1.2 Use of technology 10

1.3 Work ethic 10

1.4 Turnover 10

1.5 Rising costs of attrition 10

1.6 Frustration between generations 10

1.7 Disharmony and low morale in the firm 11

1.8 Difficulty retaining women and minority lawyers 12

1.9 Threats to profitability 12

2. Navigating the challenges 12

II. Generations within law firms 15

1. The problem with blaming others 15

2. Understanding the generations 17

2.1 The silent generation (born 1925–1945) 17

2.2 The baby boomers (born 1946–1964) 18

2.3 Generation X (born 1965–1980) 20

2.4 Millennials (born 1981–1996) 21

2.5 Generation Z (born 1997–2015) 23

3. Summary 24

III. Inter-generational communication 25

1. Introduction 25

2. The solution begins with understanding 25

3. Better communication according to generation 26

3.1 The silent generation 26

3.2 Baby boomers 27

3.3 Gen X 27

3.4 Millennials 29

3.5 Gen Z 29

4. Summary 30

IV. Survey of lawyers 31

1. Introduction 31

2. Five questions about generational differences 32

2.1 Q 1 summary 36

2.2 Q 2 summary 39

2.3 Q 3 summary 42

2.4 Q 4 summary 44

2.5 Q 5 summary 46

3. Summary 46

V. A managing partner’s perspective 47

1. Introduction 47

2. Case studies: Oliver and Lionel 47

2.1 For every 20 associates hired, 15 leave 48

2.2 Why do young lawyers leave? 48

2.3 The costs of hiring 49

2.4 The solution 50

3. Summary 52

VI. Being lawyerly can be a problem 53

1. What being lawyerly means 53

2. Results of being lawyerly 54

3. IQ versus EQ 55

4. Why emotional intelligence is important 55

5. Characteristics of emotional intelligence 56

6. Lawyerly behaviours 59

7. Summary 59

VII. Building emotional intelligence – a step towards unity 61

1. Change is slow 61

2. Passing EQ to professional development won’t work 62

3. The beginning of EQ in your firm 63

VIII. Friction in the context of diversity, equity and inclusion 65

1. Gender 65

2. Bridging the gap with diversity and inclusion 66

2.1 Legacy structures 68

IX. The history of diversity in elite firms 69

1. Formation of white-shoe firms 69

2. Questions law firms should ask 70

3. Women lawyers and bias 71

4. Representation by race, ethnicity and gender 72

5. Double-barrelled biases 72

6. Solutions 72

7. The Mansfield Rule 73

8. Summary 73

X. The consequences of persisting generational friction 75

1. Introduction 75

2. Hiring and training costs 75

3. Changing workforce dynamics 77

4. Low workforce morale 77

5. Communication gaps 79

6. Different conversation styles 79

7. Communication in the context of COVID-19 80

8. Summary 80

XI. Throwing money at the problem will not solve the conflicts 81

1. Introduction 81

2. The complaints 81

3. Failed/counterproductive approaches 82

4. Approaches for lawyer retention and conflict resolution 82

4.1 Acknowledge change 82

4.2 Engage associates through teamwork 82

4.3 Encourage reverse mentoring 83

5. Summary 83

XII. Lawyer well-being – good and bad news 85

1. Introduction 85

2. Mental, emotional and physical health 85

3. Common ground 86

4. Law school 86

5. Well-being and lawyers 86

6. ABA report on well-being 88

7. Removing the stigma 88

8. Well-being and inter-generational communication 88

9. Unity from solutions 89

10. Awareness 89

11. Education 90

12. Engagement 92

13. Summary 92

XIII. Generations face off over post-COVID remote work 93

1. Introduction 93

2. A change of heart 93

3. The great resignation 94

4. Look to the future 96

XIV. The big picture 97

1. Questions for the leadership 97

2. Where to begin? 98

2.1 Assessment 98

2.2 Teamwork 98

3. Summary 100

XV. Thriving in a multi-generational law firm 101

1. Twenty-one steps 101

2. Summary 103

XVI. Conclusion 105

Notes 106

About the authors 109

About Globe Law and Business 111