The First 90 Days: Your Road Map For Success at a New Firm
How to establish rock-solid relationships and catapult yourself to success when you’re the newest team member.
Transitioning to a new firm is not easy; it can be overwhelming to learn your role, create new relationships, assimilate into the culture, and impress your partners all at once. Onboarding programs are tasked with making sure you do one thing: quickly create value for the firm.
Think of it as your battle against misunderstanding. By assimilating into a culture and gaining an initial sense of purpose, you’re actively minimizing your own frustrations and showing your worth right off the bat.
But what, specifically in law firm positions, is important to look out for when starting a new role? What should you pay attention to?
- Assess the business case for your hire. You were hired for a reason. Is it to generate ideas? To train others? To add experience or technical skills that were lacking? To deftly oversee client projects or other associates? Learning where you fit within the overall strategy of the firm is something that may seem obvious but is often overlooked. Figure this out early.
- Show your work. After a rigorous interview process, it can feel like you described your skills and experiences ad nauseum, so now that you’re hired you can get to work. The thing is, most people in the firm don’t know who you are, why you were hired, or what specifically you bring to the table. Make sure your practice group and other partners know your resume and have viewed your biography. It gives people around you context, a view into your style, and an idea of how you complement or challenge them.
- Learn the communication patterns. Cracking the code of firm culture often comes down to simply learning how people communicate with one another. Does your managing partner or practice group leader expect you to keep them informed on the details, or come to them with only the big problems? Does your practice group need constant validation or complete autonomy? It is not only a matter of imposing your own communication preferences on the organization, but assimilating into the patterns that already exist.
- Establish expectations with your managing partner. According to Watkins, one of the keys to success in a new role is to secure early wins: “Early wins excite and energize people, build your credibility, and quickly create value for your firm.” But it is important to define what a win is in your partner’s eyes. What does he/she expect you to learn and accomplish? How quickly does he/she expect to see results? The more clarity you build around these issues, the easier your transition will be.
- Don’t try to do too much. You may feel the need to validate yourself by proving your genius. Instead, feel confident that you’re there, and at least initially, listen carefully rather than talk. Find ways to highlight the strengths of others. As for your own genius, there will be plenty of time for that.
Navigating the transition period in a new job can feel a bit like juggling swords. But if you take the time to find your place in the firm and focus on new relationships, you’ll be off to a great start.