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Will definitely try to follow what everyone has written here. Requesting for feedback from others as well especially people who have recently set up their practice. Let's share as many thoughts, ideas, pros and cons. Even if we don't implement all the points but still end up implementing a few, it will be win!!
Cheers
Please don't make your associates work on Diwali or other major festivals, or on their birthdays, sick days or when they take pre-planned leaves. I agree with a small team managing absence on an associate is tough but please strive.
Pay them what you promise them. Never deduct unnecessarily.
Ensure you give them some WFH.
And most importantly, when you ensure all the above, also ensure you don't have NPAs in your team. Kick out the leaches immediately. These non-performing associates take an unnecessary toll on the whole team.
Cheers and Congratulations, Mx. Managing Partner!!
I understand that sometimes there will be a crunch period during a high stakes transaction, and I am very well ready to put my foot down but it should not be a regular affair as it would only result in burnout.
I find firms especially boutique ones also work on Saturdays or that God awful half day culture (Krida I am looking at you) that is not good, you need atleast a couple of days to get ready to tackle work again, even research shows that productivity drops as you work longer hours.
I personally think WFH policies should only be present for extraordinary circumstances, i personally dislike working in offices with a hybrid work culture, as a junior as I don't get that level of mentorship and assistance from my seniors in that sort of an environment.
Apart from that i think what fosters a good culture is when the bosses are approachable, when your immediate seniors don't throw you under the bus just to save face or impress the client/partner.
There needs to be a proper feedback loop, many people especially seniors take it to their ego if a junior speaks up/suggests something new, similarity for the juniors they need to be mentored, their mistakes corrected at first and then reprimanded, insults and abuse will only make them fear you and not respect you.
All the best, i think you know more than me but still it's nice to see seniors into the profession asking is juniors for feedback, I hope we see more seniors like you.
All the best with your new venture.
1. do not pit associates against each other, till the point they are not expected to build a book. they should collaborate and work as a team, as opposed to be in locked into a dog eat dog world.
2. pay a little less but ensure the juniors have a semblance of work life balance. best work product comes out of well rested mind.
3. try not to promise the moon to the clients, try gauging actual sense of urgency.
4. passive aggressive texts and emails do not serve much purpose, the associates will complete the work but it will be done with a lot of resentment. better to just convey that its going to be tough, you acknowledge it as the boss but it is what is.
5. do not encourage a culture of people staying up all night, just waiting for drafts reviewed by seniors at night.
6. give out generous bonuses in good years, give some more than what is promised.
7. encourage associates to be entrepreunial. promise them a 10% bill share if they can bring a client.
8. family health exigencies should be non-negotiables, make the entire office work overtime but do not expect the kid whose dad is in hospital to attend a call or take a "quick look"
9. a fun annual retreat, which is not all about vision for the firm and work. maybe a few hours/one evening.
10. encourage a culture of owning up to mistakes and be there to firefight
Having gone up the ladder yourself, I'm sure you would have seen all the way in which work culture can be awful. The one thing that I think would make workplaces a bit better is to get to know employees as people on some level, especially the quieter ones. I think that a monthly check in with one's reporting partner at an A0/ A1 level would make a big difference
I honestly don't think its fair and I definitely don't agree with such preconceived notions against thousands of lawyers graduating each year. Hence, I want to know from the younger generation, how should a 90s gen person go about while setting up the firm and especially the culture. Thanks in advance!