Years ago I managed Associates. They were bankers, not lawyers. My Associates wanted to, and needed to, do and learn more. And their motives ranged from job security in a rapidly changing banking environment to growth and promotion opportunities. After I got to know my Associates’ individual strengths, fears, and goals, I came up with Associate Development Plans for each of them.
I have had many incredible bosses but, I have had none create a personalized development plan for me. Chances are, as a young attorney, you will relate more to me than my Associates. So, what do we do when our managers don’t manage our development? We don’t complain that our managers aren’t the teachers we’ve become accustomed to for the last two decades of our schooling. We don’t become victims of our circumstances, aimlessly doing assigned work without any focus. Instead, we manage ourselves. We create our own Associate Development Plans and zealously implement them. Here are six steps to help you do this.
Step 1: Reflect on your strengths, fears, and passion.
No manager knows you and what drives you better than you, assuming you have reflected on these matters. I’ve interviewed scores of people and I can tell you, within five minutes of an interview, who has not reflected on who they are and what they can offer a company or organization. A lawyer, trained to think, who hasn’t reflected on who he is, is an enigma. Know your issues, facts, holding, and how they apply to any situation. You’re more important than any case you’ve briefed (or not briefed). Invest the time in knowing you for any test that life brings.
Step 2: Determine your legacy.
Imagine you’re about to retire. What reputation would you be leaving? What accomplishments would you have behind you? What difference would you have made? What cause or group would you have moved forward? If these thoughts are too abstract, find older attorneys and ask them about their regrets. The irony is lawyers are trained to anticipate problems before they arise; yet, I have met very few lawyers who envisioned a legacy before one had been, or was already being, created. Let’s be proactive about, and not reactive to, our legacies.
Step 3: Set SMART goals based on the legacy you want to leave.
Set Specific, Measurable, Attainable, Relevant, and Timely (SMART) goals based on the legacy you want to leave as a lawyer. Do not only consider a title. For example, becoming a partner doesn’t fully address your legacy. It’s merely a piece of the pie. What skills will equip you for the legacy you envision? Where can you acquire those skills? Note, all the skills you need may not be conveniently located in your place of employment. There’s more to you than where you work.
Step 4: Create a Development Plan, using your SMART goals.
List your goals from the easiest to the most challenging. My Associates always started with the tasks that they felt were easier to accomplish. The goal was to build confidence and it worked. Have a date of completion for each task or goal. Succeed at doing at least one task on your plan each month.
User-Generated Content
Do what you said you would do. You owe it to you. Once my Associates and I agreed on a plan, we held monthly one-on-one meetings. They had to tell me what they did. If they didn’t complete a task, they had to explain why and reestablish a deadline. Since, we’re managing ourselves, I strongly suggest sharing your plan with a friend, coworker, mentor, or sponsor. Use that person as an accountability partner. She may even give you additional input on your plan or connect you with others who can.
My banking superiors loved my development plan idea and the progress my team was making because of it. They encouraged other managers to develop plans. It didn’t work. That may be similar to some mentoring relationships you have had. The “superiors” think “mentoring” is great. They encourage someone to mentor and assign you to that person. But then that relationship doesn’t work as you expected. The mentor is busy or doesn’t care and you feel neglected and unimportant.
I’m sorry if that’s happened to you. But, stuff happens and you have a choice to make. You can be a victim of good intentions and mourn the one who has left you out in the cold. Or, you can be a boss and find yourself a new mentor. The way I see it, you’re the best manager you’ll ever have. And, it’s your responsibility to find you a mentoring relationship that works for you.
## About Samantha
Samantha Divine Jallah is an Attorney in the Harrisburg area and a member of the Pennsylvania’s Office of General Counsel Hiring Committee. Prior to law school, Samantha worked as an Assistant Vice President and Retail Office Manager at a community bank in Delaware. She is also the founder of Liberian Awards, Inc., a nonprofit organization that mentors college students and recognizes immigrants excelling in the Diaspora.