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Writer's pictureKandice Thorn

What firms can do to improve lateral associate outcomes

Updated: Jul 7, 2023

It's kind of an open secret among law firm managers that lateral associates typically have a lower success rate than so-called "homegrown" associates. Moving firms is challenging, and there are many reasons for this.

  • Firms can vary significantly in terms of the type of work they do and how the work gets allocated. As a result, lateral associates may have unexpected gaps in knowledge and experience.

  • Cultural differences between firms may make adjustment difficult.

  • Associates leaving one firm due to burnout may not have adequate recovery time before being thrown into another busy practice.

  • Building relationships from scratch can be challenging.

  • Challenges from the lateral associate's previous position may not be fully resolved in the transition.

  • Managers and others may be quick to jump onto red flags, being less likely to let mistakes slide with an experienced lateral associate than we would with a homegrown junior associate.

With all the time and money invested in lateral hiring, it's worth exploring what firms can do to improve lateral associate success. In this article, I'll offer some practical tips and strategies to improve outcomes for lateral associates.





1. Create a Lateral Associate Success Team


It takes a village to help lateral associates succeed; the first step is creating that village. Include members of your talent management team who will be instrumental in ensuring the success of lateral associates, including representatives that handle practice management, learning & development, legal personnel, staffing, mentoring, and DE&I.


Meet regularly to discuss how each lateral associate is integrating and whether there are performance issues or training or knowledge gaps that need to be addressed. Be sure to gather information from partners, practice leaders, mentors, and the associates themselves in advance of each meeting. Then, brainstorm a plan of action to address any challenges that arise. This will ensure a coordinated group effort to support each lateral associate's success.


2. Be intentional about staffing in the first six months


An associate's first few matters are important and should promote learning, growth, and integration into the firm and the practice. While staffing must always consider the needs of the firm and the practice group, staffing lateral associates to matters that keep them stagnant and isolated could ultimately backfire and lead to the firm losing its investment in the associate.


Aim to staff the lateral associate so they work with a variety of people at various levels of seniority who can serve as connectors and resources over time. Staff laterals on a variety of matter types that are important to the practice area and the associate's practice over time so that they get a good sense of the firm's practice and can address knowledge gaps "on the job."


3. Create a robust mentoring plan


Most firms assign mentors to their lateral associates, but given the firm's significant investment in any lateral and the high risk of failure due to the challenges mentioned above, simply assigning a mentor isn't enough. It's vital to dive deeper and give mentors specific guidelines on advising their lateral mentees.


Here are some ideas to set up a framework:


  • Help the associate identify gaps in knowledge or training and then strategize to remedy those gaps.

  • Strategize a plan to help the associate connect with others in the practice group or across the firm by setting up regular coffees or other meet-ups.

  • Monitor progress carefully by talking to partners or seniors with whom the lateral works.

  • Offer candid feedback in real-time.

Law firms should also consider pairing incoming associates with a "buddy" who can answer questions about office culture, resources, or how best to navigate certain scenarios. This type of support system can be invaluable during those first few months at a new firm.


4. Normalize the idea of lateral knowledge gaps and a steep learning curve


Condition your partners to expect laterals to come in with knowledge gaps and to be prepared to address them through formal and informal training. Start an open and constructive dialogue about training resources in advance of the lateral's arrival so the partners are prepared to continue the conversation as issues arise.


Often, partners and others expect laterals to come in with little need for training, given that they already have lots of relevant experience. But this doesn't necessarily mean there won't be a learning curve, and it's important to set those expectations appropriately.


5. Invest in coaching


Your firm has invested a lot in a lateral hire before they even walk in the door. It may be wise to invest a bit more to ensure their success. A few sessions with a coach can help your lateral associate set up healthy habits, avoid repeating previous mistakes, and get started in their new position on a positive note.


If your firm is a WorkBetter subscriber, you can share with them a playlist of videos to help them succeed, including a new video to be released in June: "Five things you can do to ease your lateral transition."


Integrating lateral associates into your team requires thoughtfulness and planning. Law firms must establish clear expectations upfront while providing adequate resources so incoming attorneys feel comfortable and supported transitioning into their new roles. With appropriate guidance and systems in place, you can improve your lateral success rates and integrate your lateral associates more seamlessly than ever!


By: Kandice Thorn, Founder, WorkBetter for Lawyers

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