Successfully Dealing With Generational Differences Sponsored by Sutherland LLP Cox Communications Inc. The Atlanta Leg

1. Successfully Dealing With Generational DifferencesSponsored bySutherland LLP Cox Communications Inc. The Atlanta Legal Diversity Consortium (ALDC)

3. Today’s Professionalism Session Presenter:Robin Sangston, VP Of Legal Affairs, Cox Communications Inc.

4. In appreciation: Thanks to Allegra Lawrence-Hardy, Renee Smith, and Patricia Estes of Sutherland LLP for their contributions in hosting this event.Also, thank you Sam Matchett, President, ALDC for making this event a reality.

5. Basic Breakdown Years of Birth, Popular Name of Generation • 1900 - 1945 Traditionalists/WW II Generation • 1946 - 1964 Baby Boomers • 1965 - 1980 Generation X • 1981 - 1995 Generation Y/Millennial

6. Framing The Problem: This CLE Professionalism session addresses the challenge of generational differences (e.g., senior partners, baby boomers, generation X, Millennial/ generation Y) in legal practice. Differences in communication practices, work-ethic values, cultural values, and tastes are said to pose a problem to the younger attorney seeking success.

7. Providing A Remedy; An Overview • The practice of law is an apprenticeship profession. Law school doesn’t teach you how to practice law. Successful interactions with experienced attorneys does. Notwithstanding daunting generational gaps and preferred modes of communication-- the main theme of this session is learning how to master the timeless fundamentals of a successful apprenticeship relationship. • Successful apprenticeships are relationships that establish trust based on what you do. One’s actions compel a senior partner or mentor to see you as a dud or as a superstar.Think about it. Before phones were used or alternative music arrived on the scene, all successful aspiring lawyers figured out how to be on the same page with those who evaluate their performance. Regardless of the time frame– whether 1850 or 2009– one’s enthusiasm, attitude, or likeability is not sufficient to drive trustand secure retention. Conduct determines success. As in sports competition, legal success depends upon mastering the basics, including the “”smallest ,” hidden skills of excellence that determine victory by only one point. In the end, mastering such details will separate one from a perfectly well qualified persons on paper, who, nevertheless is perceived as a dud.

8. What do you think of when you hear the word, “Dud?” Discuss. • What do you think of when you hear the word “Superstar?”. Discuss.

9. Where do you fit into the “generational” situation? • How many attorneys assign you work in your practice? Discuss. • What generational group(s) do they fall under? Discuss. • Do you have a mentor now? If so, what generational group does he/she fall under? Discuss. • What specific differences, generational or otherwise, put “distance” between you and those who will be evaluating your performance? For example, do differences in work- ethic , religion, communication style, ethnicity, taste, and lifestyle come into play in your work situation?. Discuss. • Are those differences something you have addressed? If so, how? Discuss.

10. It’s about time

11. Building Trust: Problems and Remedies • Problem 1: Spending an inordinate amount of time on a simple project. • Example: A six-hour project takes two days. Traditionalist partner thinks to himself, “when I was your age, I could knock that project out before noon.”

12. What is the assigning partner thinking? • Write it down and discuss.

13. Message: You may be inefficient and unreliable; I will avoid you.

14. Remedy? Discuss

15. Possible remedies to this situation • Ask assigning attorney how long he or she thinks the project will take; if you think you need more time, communicate that and complete the project earlier than projected. • Advantages of taking this action?

16. Problem 2: Over-relying on a technology unfamiliar to assigning partner to communicate project status • Example: You send two emails and two text messages to the assigning partner informing her of a delay in making a deadline. The partner gets the message after the deadline.

17. Message/consequence: who is affected? Let’s discuss.

18. Remedy? What would you do to correct the problem?

19. Possible Remedy for Building Trust • Don’t be defensive, accept responsibility. Perhaps say,” I apologize for putting you and the client in a compromising position. I should have reached you, rather than relying on a text message. I will not let it happen again and will be sure to reach you personally, face to face, if possible. I hope to have the opportunity to work with you soon to demonstrate my abilities. “

20. Problem 3: Failure To know what the Partner is thinking about feedback on your performance • Example: You demonstrate frustration at a meeting because the baby boomer assigning partner didn’t say “good job” on a project you worked very hard on. Fact is, he never says “good job,” except at the end of year when he recommends you to his peers. You didn’t know that.

21. Message/Consequence • Partner picks up on your frustration and is at a loss as to why you seem frustrated. Neither party is on the same page. He/she may see you as spoiled, needy, wanting praise without having earned foundational respect.

22. Remedy? What would you do to regain his/her trust?

23. Possible Remedy • Do not feed preconceptions a partner may have of your generation. If you show frustration, this may only confirm his/her views. You don’t want to reinforce such preconceptions, so you must mentee-up; that is, by your conduct drive the relationship such that he builds new conception of you as an individual and not pigeon-hole you as a “type.” Detach your ego, realize his “lack of praise” is how he was treated when he was your age.

24. Problem 4: Cultural/values gap between generations

25. Example of cultural/values gap • You have lunch with a senior partner who admires the “greatest generation” sacrifices characteristic of post WWII veterans. During lunch you voice your heartfelt pacifist beliefs and discourse on how Sean Paul Sartre is an existentialist who understood the human condition better than FDR ever could. Senior partner spends much of lunch staring at his plate.

26. Message/Consequence: Your ideals, while interesting and sincere, strike an arrogant tone.

27. Further consequences: The partner feels put off and that you may not be able to have good conversations with potential clients. • Remedy? • What lunch topics could you have chosen and what questions could you have asked that show respect, but don’t compromise your beliefs? Trainees, discuss amongst your selves in small groups and then we will hear what your group came up with.

28. My Take on a Remedy • Learn how to have lunch conversation on the partner’s level. Find out ahead of time of his/her current projects, prepare questions for relaxed conversations about a particular case the partner is or was working on his/her practice area. Learn about the partners interests, hobbies, beliefs before lunch.

29. Problem 5. Baby boomer boss thinks “balance of life” issues are an excuse to escape hard work.

30. Perception on achieving a balanced life • Example: The boss shows indifference to your interest in “having it all,” of striking the perfect balance among work, home, play, and charitable work. In his heyday, hard work and loyalty to the practice was number one.

31. Challenge: How would you address this situation? • Let’s discuss it together

32. Conclusion, Questions, Feedback