Generation gel: Inter-age issues a challenge for law firms

Large swathes of the international legal community are losing out on the best and the brightest young lawyers by failing to unify the varied age groups that make up the typical law firm.

New research from Globalaw, a network of 119 law firms operating in 175 cities worldwide, showed that 62 per cent of all staff were 'not engaged' with their work.

The disengagement was said to be driven by a failure of senior management to display sufficient 'generational flexibility' or in bringing together different age groups within firms.

The study found that the diverse generations within firms have a range of different aspirations and concerns. 'Traditionalists', those aged over 70, were said to favour formal and structured methods of work, while 'Generation Z', those aged 20 and under, were more interested in finding new ways of delivering on a task.

Globalaw concluded that firms which succeed are those best at creating environments which accommodate these different cultural drivers - such as setting clear expectations for staff, using incentives instead of disincentives, and providing feedback.

Cathy Light, the co-chief executive of coaching service Leadership Balance, explained: 'Toxic behaviours at all levels must be discouraged, addressed, and corrected in order to retain top legal talent across all generations. Because leadership starts at the top, managing partners should actively monitor values alignment in their firms.

'The most common traits for lawyers are autonomy, being critical, cynical, and competitive - contrary to successful team-building. Focus should be on working effectively at all levels and age groups in order to build value for clients, the firm, staff, and self.'

A number of Globalaw firms have dealt with intergenerational issues in innovative ways. Richard Sandover, the chairman of partners at Australian firm Jackson MacDonald, admitted that different behaviours across the generations can prove problematic.

'There was some controversy when we moved from having closed offices to an open-plan arrangement, as many were against the change,' he said. 'However the new space lent itself to more positive interactions between the generations and different practice groups. We now enjoy a much more collaborative culture, which helps all our lawyers - young and old - and no doubt benefits our client work.'

Meanwhile, US-based Hill, Farrer & Burrill partner Clayton Hix said: 'It is critically important to bring together the different generational groups in a law firm - particularly those from the age "extremes". I see this as a personal mission, which is why I have arranged a number of golf and whisky-based social events.'

Cowden Rayburn, an associate at Moore & Van Allen, added: 'We have a formal programme called "Ages and Stages", which helps ours lawyers to share different skills - such as how to pitch to clients - among the different generational groups. This helps to make collaborative behaviours "automatic".'

John van der Luit-Drummond is deputy editor for Solicitors Journal
john.vanderluit@solicitorsjournal.co.uk | @JvdLD