In Praise of Praise

The learning curve of a big firm associate is steep and long and takes place in a high intensity, high expectation environment. Associates need to learn legal concepts and documents, processes (of trials and deals and subcomponents of each), people management, project management, client service, professional presence and more. And they are generally expected to learn all this rapidly, under tight deadlines without much instruction and often with much at stake. Better and more frequent developmental feedback ensures that associates understand what legal and client service excellence is and where and how their performance needs to improve to get there. Developmental feedback speeds associate growth and increases their value to the firm and its clients.

But just as important, sometimes more so, is praise. Though easy to do, partners often forget (based on what I hear from both the associates and partners with whom I work) to acknowledge what an associate has done well, their efforts, their growth. To grow, associates – all of us really – need to feel our progress. Before we take the next step, we need to feel we have mastered (or are on the path to mastering) this step. Praise, strong or mild, helps us consolidate knowledge and gives us the security and motivation to continue to progress. “This was excellent” or “This part was well done” or “This is what I would expect given your experience” or even “I notice improvement” are as essential to growth as “Here is how you could improve.” Maybe more so.

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. They see the empty part of the glass, but often lose sight of the full part of the glass – their strengths, the contributions, their progress. Developmental feedback and praise complement each other. Developmental feedback sets out expectations and helps associates identify areas of needed growth. Praise helps them chart their progress and motivates them to continue.

I say all this to partners often. I get some “It’s their job, they get paid a lot” and “participation trophy” push back (less and less, thankfully). But for most the response is “Wait, being nicer will make me a better leader and them better associates?! I can do that.” They do and they are happier and their associates get better faster (and I suspect stay longer).