THE FIRM: Supervisors have wealth of experience, but usually not in supervising

Properly training, supervising and developing new associates is integral to the success of a law firm. Partners are tasked with the responsibility of mentoring associates, helping them hone their legal skills, rewarding their effort (in order to retain them at the firm), and making sure that they are productive so that the business side of the firm is successful.

That's a tall order, to put it mildly. Most of the people I have spoken to about their experiences supervising others, whether in a law firm or another industry, have had similar experiences: They were never specifically trained on how best to supervise others.

People are usually promoted into supervisory roles due to their work ethic, their competence in their area of law or business, and seniority. Few people are promoted into the role of supervisor because they have training in how to effectively supervise. I know that was my experience.

So how does a newly minted supervisor know how to supervisor others? When in doubt, we rely on our past experiences. In other words, the biggest influence on your supervisory style will be your former supervisors. If your first supervisor was harsh and demeaning, you will either see that as an example to emulate or a style to avoid.

So whether you have been supervising associates for decades or are about to start next week, it pays to put some thought and effort into how you govern others.

- Know yourself. A natural place to start is to think back to your previous supervisors and identify techniques and tactics that were helpful in making you a better lawyer. If that's difficult to do (because let's be honest: there are some terrible supervisors in the world), then identify techniques and tactics that were unhelpful and figure out how to avoid adopting those habits.

Next, think about your personality. If you are direct and outspoken, learn how to use that effectively in your supervision, such as through direct instruction. If you are more introverted and like to be asked questions, style your supervision around that preference, perhaps by holding open-ended conversations and encouraging associates to ask questions.

It is not only important to know how your personality influences your style of supervision, but also to communicate that style to your associates. After all, they can't read your mind (trust me - I've tried to teach former subordinates to do that; they can't).

So be clear about your style, your expectations, and how you tend to communicate. If associates know what to expect from you, they can better adapt.

- Know your associates. If there were a one-size-fits-all style of supervision that worked, someone would have told you about it already. It doesn't exist, so you can stop looking.

A better way to describe a successful supervisory relationship is through the idea of a good fit.

Once you know your strengths and weaknesses as a supervisor and how your personality influences your technique, you need to know more about your associates. I recommend asking them directly what it is they need from a supervising partner in order to succeed.

Learn what motivates them. Do they respond to a challenge? Do they respond to learning a new area of law? Do they respond to helping others? Do they respond to being a vital member of a close team? Don't assume that you know what each associate's motivation is. Just ask.

Also, don't make the mistake of believing that your associates should be automatically motivated simply because they are being paid. While money is a driving force, surveys have shown that feeling appreciated or valued is a more powerful motivator. When people feel valued and that their work is appreciated, they work harder.

Showing appreciation to your associates will cost you only a little time and effort. Something as simple as a sincere, "Nice job on that" or "I appreciate you finishing that up so quickly" will go a long way. One of the best investments you can make in your associates is open acknowledgement of their accomplishments.

- Set the stage. One of the most common sources of stress and confusion is when an associate feels a lack of clarity about what is expected of him. Believe it or not, your associates want to work hard, do a good job, and impress the partners they work for.

It may seem obvious, but it is immensely helpful to tell your associates what you expect of them. That's particularly helpful when your associates work for more than one partner at a time, as each partner has his own expectations. Whether a partner's expectations are reasonable or healthy is a topic for a future column, so stay tuned.

Setting clear expectations, communicating appreciation, and developing your supervision style all lead to a common goal. Supervising associates effectively will encourage them to develop into competent lawyers. Their success means that the partner and the firm are also successful.

And when an associate feels appreciated and valued, he wants to stay and continue doing good work, hence contributing to the future success of everyone involved.

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Dr. Shawn Healy is a licensed clinical psychologist on staff with Lawyers Concerned for Lawyers of Massachusetts, where he provides clinical services, groups, and writes and presents on a variety of topics germane to the practice of law. He can be contacted at shawn@lclma.org.

Published: Wed, Jul 22, 2015