Mentoring is a Powerful Tool for Lawyer Growth and Retention

An active mentoring program can differentiate your firm or legal department in a tight labor market — but too few organizations do it well 

A well-run mentoring program can instill loyalty, increase lawyer retention rates, and contribute to hiring success. It can also fuel lawyers’ careers and make an organization’s culture stronger.

Yet the legal industry is often criticized for not doing enough to cultivate the professional and personal well-being of young lawyers. The adage of “struggle to the top” still applies to many workplace environments.

Rather than allowing their newest hires and associates to “sink or swim,” some of today’s top law firms and corporations are strengthening their mentoring programs. Here are a few best practices for framing a successful program. 

An open enlistment, not a draft

The most successful professional mentoring programs are filled with enthusiastic volunteers. Mentors should demonstrate a sincere interest in guiding someone’s career, perhaps providing the same type of assistance they were given earlier by a respected “elder.” And mentees should be open to learning and prioritize these helpful sessions as part of their professional development.

A way to garner some enthusiasm is to stress the benefits of providing structured, in-house coaching — which is how the best mentor-mentee relationships function — in addition to “on the job” training. Mentoring can be an especially effective tool for Millennial and younger lawyers who may be more likely to job-hop than their predecessors. A good program can increase the bond younger lawyers feel with their employer, as represented by the senior partners in a law firm or leaders of in-house legal departments. Providing guidance, a clear career path, and positive role models can even bolster retention efforts better than many other employment "perks." 

In the current hiring market, law firms and legal departments that promote a healthy work-life balance and an employee-centered culture stand out as attractive options for job seekers. Younger candidates are also looking at an organization’s record on diversity, equity, and inclusion (DEI) policies, particularly regarding promotions and partnership opportunities. And mentoring programs have been shown to be an effective way to support lawyers of underrepresented groups as they navigate their careers.

Potential candidates may perceive an organization that boasts of a supportive, nurturing culture as more credible if it can point to an active mentoring program. Those are the types of initiatives that help build a law firm or legal department’s reputation as a great place to work. 

Some steps for developing a robust mentorship program 

Begin by clarifying expectations, particularly about the minimum time commitment each party should make. This starts with agreeing on a session cadence and setting specific dates but should also look longer-term. Agreeing to a quarterly review to assess progress gives both sides the chance to reevaluate the relationship regularly, and it provides an exit strategy if necessary.

The mentor’s role is to suggest areas of guidance that mesh with each participant’s schedule, workload, and interests. They should enjoy the role of trusted advisor and aim to make the sessions relaxed but productive. 

For their part, mentees should respect their chosen or assigned mentors and show a willingness to bridge some intergenerational “divides.” A growth mindset helps lawyers embarking on a career to understand the strategic advantage of accepting guidance from their more experienced, successful colleagues.

Both mentors and mentees also benefit from something the American Bar Association calls “reverse-mentoring.” Inter-generational matches provide more experienced lawyers the opportunity to also learn from their Millennial colleagues. Less experienced attorneys are especially good at introducing new technologies or explaining new social trends. 

Making mentoring “mission critical” 

When preparing mentors, it's important for an organization's leaders to stress the investment of time in guiding less-experienced attorneys — and how this investment can offer a substantial return if the process is successful. 

An oft-cited barrier to maintaining a program is a lack of time and the loss of billable hours to non-billable activities. But some supporters of these initiatives believe that legal leaders are engaging in “tunnel vision” if they minimize the importance of mentoring because it is non-billable.  

Legal leaders should encourage their active mentors to find creative ways to add “teachable moments” to their busy workdays. Without compromising the quality of client work, it also may be possible to combine aspects of casework with a mentoring session or save some work for a mentee instead of delegating it to a junior associate. 

A legal organization’s leaders should be motivated to minimize the daily budget impact of mentoring but also recognize its long-term return on investment. 

Carrington Legal Search is celebrating 20 years in business: we were in the trenches with our clients during 9/11 and 2008. We partner with our clients to identify leaders and mission-critical talent to shore up and grow companies even during the most challenging times. We are here for you! To make our nationwide network work for you, get in touch at 512-627-7467 or email carrie@carringtonlegal.com.