Managing and Motivating Junior Attorneys
The good news is that as a mid-level attorney you will likely be assigned junior attorneys to assist you in certain projects.
Having the responsibility for the work of others, requires some basic management skills. Supervising takes time, effort and
patience. As an attorney, supervising other attorneys also has ethical and legal implications.
- Make Introductions. On the first day, introduce the junior attorney to the team, including the staff with whom they
will be working. Explain who the players are and be specific about whom she or he should contact with questions
... namely, you.
- Share Information. "Inadequate information is the major cause of more than half of all problems with human
performance." according to Joseph Boyett and Jimmie Boyett, authors of "The Guru Guide", a compendium of the
best ideas of top management thinkers. "By improving the quality and timeliness of the information people
receive, you can improve performance by as much as 20% to 50%." Orient the junior attorney on the facts and
background of the project and be clear about the nature and scope of the assignment, the type and format of the
deliverable (e.g., a memo, an oral answer, a brief, a draft agreement) and the time frame (giving them adequate
time to complete the project, and allowing for their inexperience; build into the schedule review and revision time
before the client's deadline).
- Provide training. Explain any complex theories or fact patterns. Show them templates and direct them to research
sources. Do not micromanage but give them enough information that they can find their own way.
- Be available. Keep an open door policy. Meet with the junior attorney on a regular basis to provide positive
reinforcement and ensure the assignment is on track.
- Motivate. Try and motivate the junior attorney by inviting them to meetings and participating in strategy sessions.
Make it interesting for them. Take them out to lunch every so often.
- Evaluate. Evaluate the junior attorney’s performance and provide constructive feedback.The Boyetts further suggest
that positive reinforcement should be built into the performance of the task as a natural and immediate by-
product, rather than added" on at the end. "The most effective positive reinforcers are immediate, individualized,
contingent on the behavior, and occur frequently. Ideally, people should never have to compete with others for
reinforcement, and the reinforcement should never be paired with instruction, as in "That was a good job, but you
should have ...."
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