Bridging the Legal Profession’s Cultural Divide

The pandemic accelerated the push for law firms and legal departments to revisit many entrenched cultural norms 

Long before COVID-19 hit, a chasm was developing within law firms and legal departments. Many have blamed this gap on differences between the old and new guard; the “Boomers” and “Millennials.” That dynamic is evident in some disconnects over the role of technology, work-life balance, and social issues. 

The legal profession’s cultural divide was years in the making—and broadening before the pandemic blew it wide open. Here is a look at two of the industry’s cultural challenges, along with expert perspectives on managing them.

Generational culture wars: An age-old problem

As in any workplace, clashes between Boomers, Gen Xers, and Millennials are bound to erupt in law firms or legal departments. Often, problems arise when the new lawyers challenge the long-held beliefs and practices of older lawyers with ideas that conflict with the bedrock of law firm culture. 

There is a growing lack of common ground among generations of lawyers in some areas. The widespread adoption of new technologies can cause those less technically inclined to feel left behind. Changing social mores can create uncomfortable moments for those unfamiliar with proper protocols. Things can get personal when positions on current issues that seem clear-cut for some are viewed as indefensible by others. 

Even an organization’s choice of clients or business partners can become a third rail for certain employees. These issues intensify when viewed through a generational lens. And the pandemic multiplied challenges by limiting the opportunities for meaningful, organization-wide interactions.

Some experts believe the way to create a truly inclusive culture is to stop catering to generational differences altogether. For example, authors and business consultants Thomas Koulopoulos and Dan Keldsen argue that "Generational thinking is like the Tower of Babel: It only serves to divide us." They suggest the key to healthy workplace culture is focusing on "behaviors that can unite us."

For example, Koulopoulos and Keldsen recommend “reverse-mentoring,” in which older employees are "tutored" by newbies on generationally specific subjects like social media apps and trends. Increasing transparency by sharing management details typically available only to partners or C-level executives and “providing meaning” are other suggested ways to promote commonality.

A universal prescription among numerous experts is achieving cultural cohesion and providing all employees with the opportunity to engage in meaningful work that aligns with the organization’s core values. 

First, reaffirm and perhaps revise what those core values are, making sure they evolve to reflect modern realities. Management should also consider conducting training sessions and maintaining open communication about cultural standards for all employees. It may be difficult to repair some of the cultural cohesion lost during the pandemic, but it is also a unique chance to start fresh.  

Is an organization’s culture limited to its workplace?

Most experts agree that a law firm or company’s culture should not be defined by its physical workspace. During the pandemic’s remote experiment, many organizations learned that a strong culture could unite employees wherever they work, even if communication is via screens. 

Nevertheless, some leaders have leaned into the idea that a full workplace is better for conducting the practice of law. This idea is not just shared by members of the “old guard”—but that is a common denominator. 

For example, Morgan Stanley’s chief legal officer Eric Grossman believes that remote work “jeopardizes firm culture.” In an email to firms representing the bank, he wrote: “Our profession cannot long endure a remote work model.” One Philadelphia law firm is among those that agree with Grossman, with its founder stating that “We were willing to die on the hill of no remote work.” 

Nevertheless, COVID has challenged the notion that in-person work is essential to the practice of law. The success of remote teams under pandemic duress has forced a sector-wide discussion about the efficacy of the legal profession’s long-accepted business model. This experience also supports the argument that “much of a law firm’s infrastructure and business model is a choice rather than a law of nature,” the view of Tim Corcoran, principal of Corcoran Consulting Group.  

Organizational culture is a choice, too. Organizations have a unique opportunity to reimagine their culture and policies in the wake of a cataclysmic event instead of making minor tweaks. 

Firms and legal departments that evolve their cultures to accommodate societal changes and their employees' needs may prove the healthiest. And organizations known for their positive, inclusive cultures tend to attract top hires. 

In an uncertain, new environment, a robust, shared culture can be the touchstone that unites everyone.

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