Leveraging the GROW Model to Generate GROWTH
When we are coaching a colleague, the G-R-O-W (Grow, Reality, Options, Way Forward) coaching model can provide a great framework to structure goal-oriented conversations.
The Motivation Quandary within Law Firms
Partners speak about a lack of ownership and drive in the younger associate ranks. And this “malaise” extends to some senior attorneys too.
Giving Effective Feedback When You Don’t Want to
Thanks and praise are easy enough to give (although they too can be in short supply) but they are not developmental.
Reward Not Shame
Reward and encouragement are powerful change agents. Shame and punishment are not.
“It’s not a hand-off”
I encourage partners to see delegation as the beginning of a collaborative work process.
“60% of lawyers, or just about, are introverts”
What we think of as necessary is extroverted behavior: social, gregarious, talkative. These can be helpful for leadership and business development, but so can more introverted tendencies.
Patience and Perspective
We don’t expect 8th grade students to produce college level work. We shouldn’t expect 3rd/4th year lawyers to produce senior associate level work.
Teaching Not Grading
Framing feedback as grading is pervasive among the partners with whom I work. But feedback isn’t—and shouldn’t be viewed as—grading.
“It’s hard to find the time to give associates feedback”
Feedback should be short - very short in fact, and focused on just one or two items.
“What was hard? Where did you struggle?”
A suggestion I nearly always make to the partners with whom I work is that they ask these questions every time they get an assignment back from an associate.
“Clear on the facts, respectful to people”
A fact is not a judgment but how we express it and the conclusions we draw from it can be. The key to giving feedback is to stick to the facts, manage tone and resist drawing conclusions.
“There’s so much to learn”
To be a great lawyer requires a sophisticated understanding of large amounts of law, the ability to apply that knowledge strategically, manage cases and lead teams. And each of these requires developing a competence in their component skills.
In Praise of Praise
Associates are learning in a high-pressure environment, the learning curve is steep. They feel the pressure. Too often, what’s missing is someone encouraging or supporting their growth.
“Assume positive intent”
“What if you assumed positive intent?” What if you assumed that this associate is capable of great work? What would your reaction to the associate work be then?
“Call me if you have questions”
Make clear that the questions are simply part of the process – part of their development and getting the work done right. Make sure that time is set aside – they don’t have to chase you, nor you them.
Becoming a Leader-Coach: Six Skills to Enhance Your Leadership
Using coaching as a framework for leadership is a great way to think about collaborating with and supervising others.
Giving Feedback When Your Team Is Virtual
Many of the ways in which people typically experience and receive feedback in the office no longer apply. And yet, feedback is more important than ever.
Partners and Team Leaders: How Increasing Your Empathy Will Make You and Your Team More Effective
Leaders who already demonstrate empathy and those who quickly flex to develop their interpersonal skills will emerge as the winners, as will their law firms.
Say This, Not That – How to Give Associates Meaningful Feedback
If you are gearing up to deliver developmental feedback to a colleague, here are some quick ideas as to how you can do it effectively.
If You Don't Want The Answer, Don't Ask: Upward Reviews - Evaluating Law Firm Partners
Now that associate retention has firmly established itself again as a management issue at many law firms, upward review programs are not surprisingly back on the agenda.