Camille Stell is President and CEO of Lawyers Mutual Consulting & Services. Continue this conversation by contacting Camille at camille@lawyersmutualnc.com
The legal profession is evolving, and with it comes a new generation of attorneys bringing fresh perspectives, digital fluency, and a desire for meaningful work. Yet, young lawyers often face significant challenges as they transition from academia to professional practice. For law firms to thrive in this changing landscape, empowering the next generation of attorneys is not just an investment in individual growth but a commitment to the future of the legal industry.
Imposter Syndrome. New attorneys frequently grapple with imposter syndrome—a pervasive feeling of self-doubt despite evident success. The pressure to appear perfect often leads to anxiety and hampers performance. Fear of making mistakes can prevent young lawyers from taking necessary risks or asking for help, ultimately slowing their development.
Work-Life Balance Struggles. The legal profession has long been associated with grueling hours and overwhelming workloads. For NextGen lawyers, who prioritize work-life integration, this traditional model clashes with their values. Struggles to balance personal well-being with professional expectations can lead to burnout if not addressed proactively.
Transition from Academia to Practice. Law school focuses heavily on theory, leaving many graduates underprepared for the practical realities of practicing law. Bridging this gap requires law firms to provide hands-on learning opportunities and mentorship to help young attorneys build confidence and skills. The time spent investing in this transition will be an investment in both the individual attorney and the law firm as a whole. While orientation has long been a part of new attorney hiring in BigLaw, smaller and mid-size firms are investing in orientation programs.
Brian King is the owner of King Law with 60 lawyers in 20+ offices across western North Carolina and upstate South Carolina. Brian has developed a robust onboarding process for new lawyers. The weeklong training program is led by a trainer from within the law firm. Lawyers in the firm serve as professors in King Law University. During the week, new hires learn basic information about the firm, they participate in a mock trial, they interact with multiple law firm team members to learn process and procedures, and they are assigned a mentor.
The entire firm is invested in the training process and the results are worth the effort. The firm has become one of the largest and fastest growing firms in the Carolinas. In 2023, King Law was awarded the Reisman Award for Best Growth Story by Clio, one of the leading practice management technology companies in the world.
Creating supportive environments for NextGen lawyers is a key element of recruiting and retention. Many of my conversations with law firm leaders include some version of the “how can we get the younger lawyers to work” question. My experience in listening to NextGen lawyers include some version of “why are the senior lawyers so fixated on us being in our seats all day.” Today’s lawyers are considered “digital natives”. They grew up with digital technology, computers, and the internet from a young age. They are familiar with digital devices and adapt to technology quickly. For them work doesn’t have to happen behind a desk.
Successful firms will be those who value being intergenerational, collaborative, and exploring new options in the workplace. A supportive work environment may include some of the following characteristics.
Fostering a Culture of Mentorship. A robust mentorship program can accelerate professional growth and offer emotional support. Firms should implement structured mentoring tailored to diverse backgrounds and experiences. Mentors not only guide on legal matters but also help mentees navigate firm culture and develop career goals.
NextGen lawyers will also look for mentors outside the law firm. They may seek out a “situational” mentor, which is someone who can provide a focused, short-term mentoring approach where the relationship is centered around a specific situation, challenge, or goal. I often serve as a situational mentor for lawyers who are changing jobs, careers, or negotiating salary. While the relationship is impactful in the moment, neither of us has the expectation that we will be having coffee monthly for the next year.
Establishing Safe Spaces for Vulnerability. Leaders who share their own professional struggles create an environment where vulnerability is not seen as a weakness. By encouraging honest conversations about mistakes and challenges, law firms can foster a culture of authenticity and resilience.
The old saw about walking to school for three miles in the snow doesn’t resonate with young lawyers. Do you know why? Because as their parents, or grandparents, or aunts and uncles, they didn’t walk to school in a blizzard. They had door-to-door delivery everywhere they went. If the car broke down at midnight, they had a mobile phone to call you to come pick them. You kept them engaged in climbing a ladder of achievements from grammar school forward in order to provide them with the best opportunities available. This isn’t your fault; it is just a completely different experience than what many law firm founders experienced growing up and launching into adulthood.
Respect the differences and allow your NextGen hires to ask questions and make mistakes in a safe environment.
Building Peer Networks. Young attorneys benefit from connecting with peers who share similar experiences. Facilitating virtual and in-person networking opportunities fosters community, encourages collaboration, and creates a support system for handling workplace challenges.
Provide Clear Career Development Pathways. Firms should outline clear advancement paths that include skill-building workshops, leadership development, and client interaction opportunities. Defining these pathways offers young attorneys direction and motivation to grow within the firm.
Encourage Work-Life Balance. Offering flexible work arrangements and promoting mental health resources can help young attorneys maintain balance. Leaders should model healthy boundaries and create policies that recognize the importance of personal well-being.
Addressing Representation Gaps. Firms must actively promote diversity by creating pathways for underrepresented groups to rise into leadership positions. This requires an intentional focus on equitable access to career opportunities.
Inclusive Mentorship Programs. Mentorship should be inclusive, taking into account the unique experiences and challenges of attorneys from diverse backgrounds. Pairing mentees with mentors who share similar experiences can foster stronger connections and more impactful guidance.
Empowering new attorneys requires more than just an informational interview with the office manager as they sign new hire paperwork. Engaging NextGen lawyers demands a cultural shift within law firms to create supportive, inclusive environments where young lawyers can thrive. By addressing the challenges they face, providing clear pathways for growth, and embracing technology-driven solutions, firms can nurture the next generation of legal talent. In doing so, they ensure not just the success of individual attorneys but the future strength and relevance of the legal profession as a whole.
Camille Stell works with Lawyers Mutual and is the co-author of the book, RESPECT – An Insight to Attorney Compensation Plans available from Amazon, 2nd Edition published October 2024. Continue this conversation by contacting Camille at camille@lawyersmutualnc.com or 800.662.8843.
