The traditional roadblocks to implementation of these programmes are slowly disappearing by changing the way Trainees go through their two year experience in their firm. For this learning at work experience to operate as it should, firms have to ensure they contribute to a meaningful transition from Law School (or Bar Associations) to fully fledged lawyer, by providing meaningful practice experiences as the method for learning. Time though, is the biggest block to successful mentoring by those more experienced especially when everyone is being targeted to bring in fees and capture chargeable time.
From Trainee to the Managing Partner:
The question some people ask is, is mentoring just for law Trainee lawyers and Pupils in Chambers? Mentoring support can happen at any level within the organisation. It is too easy, to assume that it is only Trainees or Pupils who need support. If you work on the basis that support is driven by the need to transition from position A to position B, then it is easy to see that Mentoring is ideal for any new Partner, for anyone taking on a Leadership role in the firm such as Managing Partner, Senior Partner or Head of a Department/Team – to ensure they too access their full potential.
Who to chooses the mentor?
For many firms selected partners are provided with training so that they become the acknowledged mentors for whoever needs it on the basis they have the time, and skills. This, however, fails to address the most subtle part of mentoring from within the firm – that the mentee should feel able to find the mentor with whom they believe they can work. That personal chemistry and empathy has to be there, to ensure both the mentor and the mentee see the value in giving the time to discuss and develop attitudes and behaviours that build on potential – and so enhance the firm’s performance overall.
So how do people choose who to select as their mentor? Often the choice is made because the mentee recognises that the partner or senior associate they have selected has a style of leadership, business development, client relationships and of course practice area that s/he would like to emulate. So ‘sitting by Nellie’ could be an excellent way to learn.
There are of course some obvious hazards in this approach, not least that mentees might pick your most maverick partner as a role model – and all the bad habits will then be re-taught to the up and coming new blood! There has to be strong trust in the person being selected as either someone who has been there, done it, or who has the skills and perception to help the individual find their own path, even though the experience is totally different from the mentee’s aspirations. Increasingly driven by time and skills pressures, firms are now selecting external mentors who can also provide coaching support.
How to develop successful mentoring skills:
Developing the skills of Training Principals, Supervising Partners, Senior Associates, Managing Partners, etc., can be through attending Workplace Mentoring programmes. Typical programmes aim to help mentors learn the special skills that bring out the best in their mentees and help mentees think for themselves to discover their special potential. Key areas are:
- What to look for in mentors and mentees
- What both need to do to make the relationship successful;
- How to get mentees to think more for themselves through non-directive mentoring
- Distinguishing between mentoring and coaching including responsibilities
- Ideas and ways to set up mentoring schemes, avoiding the typical pitfalls
- Live skills practice sessions so that learning is authentic, effective and lasting
Learning how to ask questions and listen attentively to the answers does not come easily to lawyers, who have developed critical thinking skills and producing ‘the right’ answer. Here the skills are a blend of providing sufficient challenge for the mentee that they can solve their own problems – and take full ownership. This is achieved through exploring how certain courses of action will impact, for good or ill, and so develop the more informed choices. At times the mentor has to be more directive because they have more experience.
The application of coaching techniques is an important aspect of any leader’ tool kit, at the same time the individuals seeking coaching or mentoring need to be proactive and self-managing. Some people suggest it is best to develop relationships with multiple advisors who can help you grow in your chosen profession. Individuals cannot always expect ‘management’ to identify their needs, a huge part of successful mentoring is encouraging individuals to grasp the opportunities and take control of their own destiny.
Mentor Groups:
Networking and connecting with others in similar roles of course provides more varied support too. Using some of the social media chat rooms can provide additional ideas and feedback however, others chose to join groups such as Round Table Discussions, or Peer Groups. Often these groups meet once every 2 – 3 months, with a facilitator or chairman, using Chatham House Rules to ensure confidentiality. If everyone is at the same level and in roughly the same sized firms, then the open mentoring support can be invaluable as individuals bring their thoughts to the table. Resisting telling someone what to do is essential – as this is about sharing ideas, encouraging others to think more laterally or obliquely, so that they develop the solution that fits with their firm’s culture and values.
Firms who do not take time to consider Mentoring as that informal yet structured way to support those keen to develop and grow, are going to miss out. Either firms need to widen their focus beyond pure chargeable hours and fee income to allow time for leaders to support their team members, or at least they should bring an external support. Doing neither is a death knell for a sustainable future.