By Rachelle J. Canter, Ph.D.
In this article Rachelle J. Canter discusses the importance of job
performance feedback for attorneys and legal professionals. Reports say
that lack of effective job feedback is one of the main reasons that
associate attorneys leave law firms. Using legal career feedback in a law
firm or any other legal job environment can reduce hiring spending and
increase profitability and job satisfaction.
Performance feedback is information on a person's performance designed to
prompt a change in behavior. There are two striking findings about
performance feedback: (1) if properly delivered and followed up, it can
have an important impact on behavior and (2) it rarely does!
One of my clients illustrates the problems with feedback. A star
third-year associate attorney at one of the nation's top law firms, he
received the top bonus for his level along with a performance review that
focused exclusively on what he had done wrong. At the conclusion of the
review, he observed that it was sad that someone could receive $35,000 and
feel unappreciated. A year later, he was gone.
This situation is not unique. The recent NALP study of associate attorney
turnover cites lack of effective performance feedback as one of the
primary causes. I work with many law firms, administrators, and attorneys
who acknowledge their performance feedback systems are inadequate.
The result? Many capable associate lawyers, partners, and professional
legal staff leave law firms voluntarily or involuntarily, undertaking
career transitions that are costly, painful, and avoidable.
The Importance of Feedback
Law firms cannot afford not to invest in evaluating, coaching, and
developing their professionals. A highly competitive marketplace demands
top performance. Contrary to the widespread notion that good lawyers
spontaneously learn all they need to know on their own (CLE excepted),
without feedback and coaching, many lawyers end up under-performing.
Simply weeding out all but the top performers is costly in many ways. The
NALP study pointed out the enormous costs of turnover. When a firm loses
an associate attorney or partner - either because he or she is pushed out
or because he or she jumps - a large investment of time and money walks
out the door. Aside from the emotional toll on the law firm as well as the
departing attorney, the loss of clients and the law firm's recruitment and
training costs represent only part of the huge investment made in an
So why is good performance feedback so scarce in the legal profession?
Obstacles to Feedback in Law Firms
The reasons that law firms have difficulty with performance feedback
systems stem from the law firm culture, including the kind of information
lawyers trust (i.e., hard data), beliefs about how lawyers learn, the
kinds of factors that are assumed to be critical to success as a lawyer,
the lack of training or precedent for performance feedback, and the
constraints of money and time.
The adversarial model of legal practice extends beyond the courtroom and
affects transactional and litigation attorneys alike. At its simplest,
this is the competitive model of win/lose: "If you win, I lose. If I
invest in your professional development, you can steal my clients or leave
the law firm."
Many bemoan the loss of the true partnership culture of law firms of
earlier times, but the fact is, as Stephen Covey has stated, "you get what
you reward." In the competitive field of law, what gets rewarded above all
in compensation systems is rainmaking with its immediate impact on the
bottom line. Law firm culture is driven by the bottom line. With time a
commodity in limited supply and with enormous pressures on and rewards for
performance, it is not surprising that performance feedback, mentoring,
and professional development have gotten short shrift. The focus is on the
short term, and it is very short-sighted!
Lowered productivity and turnover also affect the bottom line, but their
impact has been largely overlooked as "the cost of doing business," an
unavoidable aspect of a competitive profession. But are these things
really unavoidable? To date, law firms have not made the best use of
performance feedback, largely because they have not understood its
bottom-line value. By not leaving learning to what lawyers can pick up on
their own and by maximizing performance and reducing turnover, performance
feedback can have an enormous impact on profitability and job
In his bestseller Emotional Intelligence, Dr. Daniel Goleman reports the
results of brain, behavioral, and personality research which show that
emotional intelligence - social and emotional skills such as understanding
of one's own feelings, empathy for the feelings of others, the ability to
read social situations, and the ability to control one's emotions - has a
profound impact on success.
Emotional intelligence (EQ) is a much better predictor of success than
technical and analytical skills. According to a cover story on emotional
intelligence in Time, "IQ gets you hired, but EQ gets you promoted." Those
who score highest on EQ measures rise to the tops of organizations, and
the higher up one moves, the more critical emotional intelligence becomes.
The Relative Importance of Technical and Interpersonal Skills
The emotional intelligence research dovetails with other research that
shows convincingly that as people move up in organizations, interpersonal
skills become increasingly important and technical skills correspondingly
less important. Consider the situation with law firms. As attorneys move
up, especially when they move into the ranks of partners, their jobs
become increasingly ones of management: managing clients, attorneys,
staff, and cases or transactions.
Why High Potentials Fail
A third line of evidence comes from studies of high-potential managers who
have succeeded or failed. Estimates are that 30% to 50% of high-potential
managers don't reach their potential. In fact, Fortune reports findings
from recent nationwide studies which found that 40% of new management
hires fail within the first 18 months alone.
The Center for Creative Leadership's studies of high-potential employees
who have succeeded or derailed found that derailed executives fail due to
interpersonal problems rather than inadequate technical skills or
intelligence. The typical pattern is that their strengths are rewarded and
their weaknesses are ignored until they finally do them in.
For example, I worked with an outstanding associate attorney from a
leading firm with the kind of "fire in the belly" that law firms desire.
His high levels of initiative and drive led him to take on senior-level
responsibility beyond his years. He constantly sought new and bigger
challenges. Unfortunately, as with most of us, his biggest strength was
also his biggest weakness. This same drive sometimes led him to take on
challenges that were beyond his level of skill and to ignore the
importance of building relationships in the firm. Without feedback and
coaching to correct the problem, he lost his job, and the firm lost a
The Role of Feedback
Feedback and coaching can improve emotional intelligence and interpersonal
as well as technical skills. Early intervention to address areas of
weakness that are not standard practice in law firms can have an enormous
impact on performance. In other words, if you are not born with all the
necessary skills (and who is?), you can learn them. Performance feedback
and ongoing coaching can be an important vehicle for such learning.
Successful executives report that a key to their success is their ability
to learn from experience. It's not that they have fewer failures or
obstacles in their careers than those who are less successful. What
differentiates them is that they have learned from their experiences.
On-the-job experiences, including feedback and coaching, are critical
parts of the learning experience.
Feedback provides insights essential to identifying strengths and
weaknesses; action planning and follow-up provide information and support
to define, implement, and maintain the needed changes. Performance
feedback has the potential to provide the crucial missing link between
potential and performance, a link that law firms cannot afford to ignore.