Marketing & Communications Manager at Harding Evans Solicitors
Answered 2 years ago
We approach the mentoring of junior legal staff with paramount importance as it is critical to succession planning and the future of the firm. From our trainee scheme ‘becoming a solicitor’ to our ‘pathway to partnership’, our senior lawyers are always on hand to mentor and develop the next generation. 30% of our current partners joined Harding Evans as trainees and completed the whole programme, a testament to how successful cultivating a supportive, nurturing environment can be. For the junior colleagues that they now mentor, they are the ultimate role models.
One of my aims with our junior attorneys is to get them as much real-world experience as possible. For example, I love to include young attorneys in moots, bring them along to oral argument and then debrief what worked and what didn't afterwards. Lately, I have been encouraging junior attorneys to take on relatively small cases, such as matters under the Freedom of Information Act, where they can have a chance to take ownership over a case and get their sea legs in litigation. It's really helpful for building confidence and for de-mystifying things that might otherwise seem daunting - like how to serve papers, or how to coordinate with opposing counsel on pre-trial orders.
The foundation of any mentoring relationship is trust. I make certain to create an environment where junior staff feel comfortable discussing not just successes, but also fears and mistakes. I also work with mentees to set clear, achievable goals tailored to their personal development areas. Whether it's improving legal writing, understanding court procedures, or managing client relationships, setting specific objectives gives us a roadmap to follow. Regular feedback is also crucial. I focus on providing balanced feedback that acknowledges strengths while also addressing areas where there are opportunities for growth. Ultimately, the goal is to mentor lawyers who are confident in their abilities to think critically and solve problems independently. That’s why I encourage junior staff to take ownership of their work while ensuring they know support is available when needed.
As much as possible and acceptable, I ask mentees to join me in meetings with clients to learn about their cases and how I deal with clients and their challenges. In assigning tasks, I provide a write up of the law being applied and a copy of a file where we completed an application as a precedent to follow. I greet mentees when I arrive at the office one by one, and set aside time regularly to discuss their tasks and progress. I share my regular work routines with them so they know what I am doing and, within reason, confide my thoughts and feelings about office matters with them to give them a glimpse of what a supervisor’s office life is like and to gain their trust in me.
To mentor junior lawyers, I like to have them join me in client meetings and then discuss with them how the meeting went and why I suggested the options I did. This can be a starting point for the junior lawyer to prepare draft documents for the clients, which I review and provide feedback on. This has worked very well with associate lawyers, who are then able to meet with clients and advise them on their own, asking me for help if needed.