Wendy Merrill | Too many attorneys have suffered from some form of workplace trauma in their career.
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You may expect a new lateral hire to hit the ground running, but here’s the reality: Too many private practice lawyers show up with bad habits and some form of post-traumatic stress disorder, courtesy of previous employers. Here’s how to set them up for a successful transition.

lateral hire talented lawyers — The Lateral Hire Dilemma: The Secret to Successfully Onboarding Talented Lawyers 3

Your firm recruits a fifth-year associate as a lateral hire. She is whip-smart, has a great work ethic, and even has a small book of business.

Perfect hire, right?

Maybe.

Every firm in North America dreams of this candidate. Bringing on an associate with experience seems like a win in itself, but hiring one with a book of business? Jackpot!

Unfortunately, welcoming a lateral hire is not always what it seems. The firm’s expectation that they will hit the ground running is often dampened by the reality that their new hire’s experience is frequently coupled with bad habits and PTSD (post-traumatic stress disorder). Too many private practice attorneys have suffered from some form of workplace trauma in their career. Whatever the genesis of the trauma, the lingering effects are real. If unaddressed, it can derail even the most promising career.

Some of the Usual Suspects Behind Workplace Trauma in Private Law Practice

The narcissistic boss

This is the partner who takes credit for some or all of an associate’s work and dismisses legitimate concerns expressed by colleagues with gaslighting, an all-too-common occurrence. Attorneys who exploit the inexperience or passive nature of their junior colleagues with this bad behavior leave indelible marks that lead to resignations — or worse.

Fear-based management

Too many senior attorneys still believe that fostering firmwide anxiety around making a mistake or losing a client is the ticket to success. The reality is that scaring an associate into not making a mistake only increases the chances of malpractice due to the effects of unnecessarily imposed stress. Traditional firms have embraced this approach for decades, and unfortunately, this type of culture continues even as we approach 2025.

Abuse

Incidents of yelling, throwing things, slamming doors, pointing fingers and sexual innuendo are still tragically ubiquitous in the legal profession. Too many associates have locked themselves in the bathroom either to avoid a toxic partner or as an attempt to hold back tears, and bad behaviors are often explained away as a harmless byproduct of working for a firm.

Hypocrisy

It falls to leadership to demonstrate the firm’s values through their behavior, but it seems that many partners didn’t get the memo. The “do as I say, not as I do” school of management has long been the modus operandi of the most highly compensated lawyers. This comportment is usually overlooked in an attempt to avoid confrontation or rocking of the proverbial boat (money). Blatant hypocrisy and disregard for rules, policies or expectations are not only bad for the firm but can actually be traumatizing to those who witness it on a daily basis.

These challenges don’t have to be deal-breakers, though. The most successful law firms anticipate these obstacles and are committed to understanding and supporting their hires. Taking steps to ensure a healthy transition for lateral hires will deliver big returns on the firm’s investment and ensure they provide the professional fulfillment every lawyer deserves.

Tips to Land and Retain a Successful Lateral Hire

Leadership must recognize and invest in what it will take to attract, retain and support their people, especially the needs of their newest hires. We are still in the midst of a fierce war for talent. Firms no longer have the luxury of recruiting or holding onto top talent with merely a fat compensation package or prestigious client list. This entails conducting an objective analysis of the firm’s culture to ensure there are clear values and a well-oiled system for incorporating them throughout the organization. It starts with establishing alignment at the top and then creating and implementing a plan for the successful recruiting, interviewing, hiring, onboarding and performance management of all lateral additions.
Ask thoughtful questions, listen and act. How do the new hires prefer to be managed? What is their definition of success and how can the firm best support this? What are specific areas where they may benefit from professional development? How can the firm provide them with the right training and tools?
Lay out clear expectations and provide support and accountability for success. For example, you might set up a “buddy” system. Matching a new lateral hire with someone who has been with the firm for a while will ease the transition and accelerate assimilation to the new firm.

Consider these steps as an insurance policy to protect your hires and your firm.

A New Way to Look at Success

Newer generations of lawyers define success as something more than just financial or a high number of “wins.” It encompasses accomplishments at work and the ability to preserve personal well-being and healthy personal relationships. Success is working in a space that is conducive to learning and thinking outside of the box, which has not always been the case in traditional law firms. While it’s up to the lawyers to advocate for what they need, it is the duty of the firm to listen and act accordingly.

Lateral hiring is a great strategy for smart growth, but it is also an expensive proposition. Firms that are committed to fostering inclusive and healthy cultures with clear and consistent processes to support their people will be well-positioned to win the war for talent.