Virginia Lawyers Weekly

Maybe you’ve seen this scenario at a law firm (maybe yours):

The new associate has joined the firm at full steam, acting as if she’s entitled to choose her own hours and take on the full responsibility of a case. Even in an entry-level position, she won’t hesitate to inflict her opinion on others and she always seems to be fishing for praise.

The senior associate is working hard to make partner, but others aren’t quite sure if he fits into the firm’s culture. He prefers to take on projects alone and can’t seem to focus during meetings. While other partners put in long hours, he always leaves work at five, even if the work isn’t done – something about his daughter’s soccer game.

The managing partner is forever calling together group meetings – even to discuss the small details of a case. Doesn’t she understand that e-mail is a much easier way to communicate? And the associates are frustrated that she always tries to take charge, not allowing them any input on how their practice should be run.

The senior partner knows how he wants the firm to run. His years of hard work earned him his position at the top. If those tried-and-true strategies worked for him, then why are the younger firm members demanding a change?

This scenario paints an all too familiar picture of four generations of people working under one roof in a law firm: the Silent Generation, the Boomers, Generation X and the Millennials [see bottom of article].

“It all comes down to when you were born,” says generational speaker and founder/president of The Generational Imperative, Chuck Underwood, who lectured this past summer in Richmond.

According to Underwood, birth year and the defining events experienced during adolescence shape each generation and impact individuals’ core values, attitudes and decisions. This ultimately dictates who we are and how we interact with others.

For the first time in history there are five living generations, four of whom make up the workforce, Underwood explained.

Each generation brings a very different and distinct set of core values to the law firm. But how do we close this generational gap? Is it possible for everyone to get along?

“By recognizing strengths and weaknesses of the four generations, you can adopt different strategies for working with each,” says Matt Thornhill, president and co-founder of the Boomer Project. He led “The Multi-Generational Workforce,” a panel discussion hosted by HYPE (Helping Young Professionals Engage) at the University of Richmond earlier this month.

Generations in the law firm

Members of the Silent Generation have now led the practice of law for the past couple of decades.

This generation entered the workforce during the post-World War II era. Jobs were plentiful, competition was minimal and Silents worked their way up in a time before downsizing and outsourcing. They viewed a job as a lifelong commitment; their passage through the career world went smoothly and most Silents were able to see their hard work pay off.

With three generations now working under them, Silents face the challenge of keeping up with technological changes and adapting to the ideas and ideals of their younger colleagues.

While the majority of the Silent Generation has reached retirement age, a large number still choose to remain actively working, even as the youngest generation of America begin to stream into law firms.

Like the Silents, many Boomers have reached the partnership level within a firm. But while Boomers are in place to take over the law firm, some are reaching a glass ceiling of sorts, finding it difficult to move up because top-level partnerships are still occupied by Silents unwilling to retire.

Still, Boomers account for the largest percentage of today’s workforce and were the first generation to encounter a surge of women entering the workplace. Thus, they have always faced competition in their fields, creating a generation of lawyers who are career-driven, assertive and willing to take on leadership roles.

According to Underwood, Boomers are also a generation that values hard work, but at the same time are idealistic and known to challenge the rules, even if it means risking failure.

“They’re the ultimate ‘think outside the box’ generation,” he said. But of the generations working at the firm, Boomers tend to be the most assertive. They thrive on teamwork and interaction with their colleagues, Underwood explained, but they expect other firm members to challenge them.

This creates conflict not only among the Silents, who don’t wish to rock the boat, but also among the two younger generations, who tend not to be as assertive.

Take Generation X, for example. At law firms, many are in a position to move from senior associate to partner. But unlike the Boomers, they typically are not leaders or team-players and would rather rely on themselves to get the work done.

“Growing up, they experienced a sense of isolation,” said Underwood. The rise of the personal computer, cable channels such as MTV and the high divorce rate of their parent’s generation led Xers to focus inward and develop somewhat of an ‘us-against-them’ mentality.

Generation X works in order to live, Thornhill added. They will come to work and get the job done efficiently, so long as it doesn’t interfere with their home life. Xers draw a clear distinction between work and personal life. Having grown up with workaholic parents themselves, Xers strive to be there for their own children.

To escape the expectations of a large firm, some Generation Xers are opting to become solo practitioners or to work for smaller firms.

“It’s not uncommon for members of this generation to hop from one job to another if they’re dissatisfied,” explained Thornhill.
Millennials, like Xers, also tend to be less loyal to a firm, and may view a job as a stepping stone rather than a lifelong career. These are the newest wave of lawyers entering the legal arena, where they deal with competition not only from the older generations, but from their own peer group as well.

“They’ve faced competitive degree programs,” Thornhill said, “and have often taken on multiple majors or advanced degrees to give them an edge in the job market.”

Unlike the latchkey kids of Generation X, many Millennials are the products of overparenting. Lavished with positive reinforcement, allowed to have their say with adults and awarded simply for trying, this generation now carries into the workforce a high self-esteem and sense of entitlement.

Bringing out the best in the workplace

Certainly there are exceptions when it comes to generational labels.

“You can self-identify with a generation, even though you weren’t born in it,” said Thornhill. Individuals born on the cusp of two generations can relate to the older or younger generation or even possess elements of both.

A Boomer born in 1948 may identify more with the values, ideals and upbringing of the Silent Generation. Or a person born in 1981 may have experienced the typical Gen Xer coming-of-age, but embraced the optimism of her younger Millennial peers as she entered the workforce.

But whether you’re a Silent senior partner, a Millennial associate or anywhere in between, you face the challenge of understanding and accepting generational differences in the law firm, and adapting strategies to co-exist with each.

Millennials may just be starting to get their feet wet, for example, “but they want responsibility and seek meaning in their work,” said Thornhill. “They are [at the firm] to make an impact.”

Millennials respond best to structure, guidance and reinforcement, Thornhill explained. Having grown up with a calendar full of extracurricular activities, they work best on a schedule and multi-task with ease.

He suggests giving Millennials opportunities to lead: let them head a subcommittee or teach new technology to others at the firm. Since this age group is geared towards community outreach and volunteerism, involve the firm in a charitable event or environmental cause – and put a Millennial in charge.

Generation X also needs clear-cut goals and projects, according to Thornhill, but prefer to take on projects independently. Assign a task and leave it to an Xer to get it done. Keep in mind, though, that this generation don’t respond well to micromanagement.

Also, since Generation X strives to maintain a career versus family balance, law firms should provide flexible hours, allow for the ability to work from home and offer family leave programs. To keep a Gen X employee job-satisfied, it’s best to avoid expectations of long hours or overnight travel.

Communication strategies

According to Underwood, much of the conflict between different generations stems from the different communication styles of each.

Boomers, for example, value relationships with co-workers and work well in a group environment. In fact, the face-to-face meeting is the Boomer’s preferred method of communication in the workplace. They need a chance to gauge everyone’s reaction and understand that there is a consensus among the group.

But to get the most out of a meeting, Boomers need to step back from the spotlight and allow less aggressive Xers and more egalitarian Millennials have their say. Meanwhile, the younger generations should not be afraid to challenge the status quo and speak up.

When communicating with the younger generations, e-mail is the best method for quick questions and simple assignments. For Millennials, e-mail is the medium they’re well accustomed to. As the “online generation,” Millennials stay constantly connected, interacting with their peers through cell phones, instant messages and online social networks. Xers too are technologically savvy, and appreciate the instant, efficient communication.

If a large group meeting is necessary, Webinars (group meetings conducted via the Internet) serve as an interactive, efficient and technology-based compromise.

Who are the Generations

The Silents

• Years Born: 1927 – 1945
• Number Born: 46,000,000
• Defining Events: Great Depression, World War II, Cold War
• Attributes: hard working, conformist, respectful of authority

The Boomers

• Years Born: 1946 – 1964
• Number Born: 80,000,000
• Defining Events: cultural revolution, civil rights movement, Vietnam conflict
• Attributes: idealistic, career-driven, assertive,
orever young

Generation X

• Born: 1965 – 1981
• Number Born: 58,000,000
• Defining Events: single parent/dual income homes, media isolation
• Attributes: independent, peer-focused, disengaged, distrustful of authority

The Millennials

• Born: 1982 – present
• Number Born: 80,000,000 plus
• Defining Events: 9/11, Hurricane Katrina, school shootings, the Internet
• Attributes: optimistic, enthusiastic, outwardly focused, tech-savvy

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