Developing and Retaining Attorneys
An associate has been at your firm for months, but still needs to ask how routine work gets done. Another is ready for more responsibility but cannot see a path forward. Both situations deserve a development conversation.
Developing and retaining associate attorneys starts with clear onboarding, consistent supervision, useful feedback, and opportunities to build skills. Give each associate a practical plan and make someone responsible for following through.
Build an onboarding plan around the work
Introduce new associates to the people, systems, and expectations they will rely on. Include orientation with key team members, training on the firm's case management and research tools, and a named person for questions.
Start with a few common workflows. Show where matter information belongs, how assignments are handed off, who reviews drafts, and how to raise a deadline or workload concern. Use approved examples so “good work” is something the associate can recognize.
Give mentorship a clear purpose
Pairing an associate with an experienced attorney is a starting point. Agree on when they will meet, what they will discuss, and who will arrange the next conversation.
Separate immediate questions about an assignment from longer-term career development. An associate should know who can review today's draft and who can help them plan the next skill they want to develop.
If these responsibilities keep falling between roles, Waybound's fractional COO support can help make ownership and follow-through part of the firm's routine.
Leave each conversation with one next step
Discuss a recent assignment, a recurring difficulty, or an upcoming responsibility. Choose one action, such as reviewing a draft together or observing a client meeting, and agree when to revisit it.
Offer practical experience with appropriate support
Connect development goals to substantive work. Depending on the associate's experience and the matter, opportunities may include preparing for client meetings, drafting documents, or observing and assisting with depositions and court work.
Make the scope and review process clear before the assignment begins. Explain what the associate owns, what requires supervision, and when the supervising attorney needs to see the work.
Use a brief before and after the assignment
Before a client meeting, explain its purpose and the associate's role. Afterward, discuss what they noticed, what questions remain, and what they could prepare or handle next time. This turns an experience into a specific learning opportunity.
Connect ongoing learning to a development goal
Seminars, workshops, webinars, and bar activities can support development. Choose them around a skill the associate needs to use, then make room to apply what they learn.
For example, an associate working on clearer written communication could complete relevant training, revise an approved sample, and review the result with a supervisor. Record the next practice opportunity rather than treating course attendance as the whole plan.
Make collaboration part of everyday work
Team activities can help people connect, but associates also need a reliable way to ask questions, contribute ideas, and raise concerns during ordinary work.
Invite input in team meetings, explain how assignments are distributed, and recognize useful contributions. Review whether associates can access the guidance and opportunities their development plans depend on.
Give specific feedback and recognize progress
Discuss work while the details are fresh. Explain what met expectations, what needs revision, and why. Ask what was unclear in the assignment and agree on one improvement to practice.
Recognition should be specific too. Name the preparation, judgment, or follow-through that helped the team. During development conversations, discuss workload and career interests alongside performance expectations.
Start with one associate development plan
Choose one associate and one skill to focus on. Write down the next assignment or learning opportunity, the supervising attorney, the feedback date, and how you will assess progress. Review the plan together and adjust it to the work available.
Waybound is a fractional operations and growth partner for law firms. We help our partners turn development goals into practical processes and accountability. If your firm needs help implementing a consistent approach, start the conversation.
Frequently asked questions
What should an associate development plan include?
Include the skill to develop, an assignment or learning opportunity, the person providing supervision, and a date to review progress. Keep the plan specific enough that both the associate and supervisor know the next step.
How can a small firm provide mentorship?
Start with a named attorney and a recurring conversation built around current work. Use draft reviews, meeting preparation, and short debriefs to make learning part of existing assignments. Protect time for career questions as well.
Will a development program prevent associates from leaving?
No program can guarantee retention. Development is one part of the working experience. Ask associates about workload, supervision, expectations, and career goals, then follow through on changes the firm can realistically make.
