Career Clinic: My team's new associates aren't pulling their weight

Say something

If you are a bit more senior than some/all of these guys, then how about this:

1. Mention to partner ;informally; and get blessing for steps 2, 3 and 4.

2. Speak to worst offenders individually, along the lines of "partner and I have noticed, so in nicest possible way, pls try harder".

3. Follow up with a piece of work which you supervise them on, preferably dropping by their office on the dot of 9.30 regularly...

4. Arrange with partner for mild comment at next review.

Light touch, puts you in a position of authority rather than a 'sneak', and should deal with all but the most stubborn offenders.

Bit different if similar level of seniority though.

Anon -25 Nov 2010 | 14:16

That's the way the world works Sonny Jim. I bet when you were a mere associate you did exactly the same thing - while the cat's away, the junior associates play.

Anonymous -25 Nov 2010 | 14:25

Don't hate the players, hate the game

If they are still on probation fire them, if not, you should have fired them when they were.

Is it not more the fact that you perceive yourself to have worked hard all your career and are bitter that the new, more commercially aware, lawyers you have hired realise that in an industry with minimal to zero bonus structures there is no point in working hard?

the voice of reason -25 Nov 2010 | 17:06

"calling off sick for questionable reasons"

Doctor or merely judge?

Pink Panther -25 Nov 2010 | 17:34

@ voice of reason "fire them" - because a non-partner typically has such authority?

Fool -26 Nov 2010 | 09:28

Dear Fool

Considering the senior associate in question has the psychic ability to determine when people are ill or just pulling a sickie, I presume he has many special powers usually only reserved for partners.

If he and you spent less time emailing legalweek and more time focusing on YOUR job as opposed to the performance of your colleagues maybe one day you could both become salaried partners... now wouldn't that be exciting for you both!

the voice of reason -26 Nov 2010 | 10:29

I sympathise. Have you discussed with the associates the effect that their behaviours have on you and how you feel about it?

Who decides what work the associates should be doing? If it's you, then you have a duty to yourself and to your team manager to raise it. If it's your manager, then he needs to be aware of the occasions when you have ended up having to save the day and do their work.

On the matter of sick leave, not for you to judge is it? If leave is reported then I hope your HR people log it and monitor the frequency and reasons. If they consider the level of casual sick leave unacceptable then leave it to them to tackle the issue. I think Anon's advice is good.

I hope you get the result you want. It is frustrating when you feel you are being taken advantage of.

high street solicitor -26 Nov 2010 | 14:19

It isn't a problem unless the partner thinks it's a problem.

I assume their behaviour is reflected in their billing. If the partner (and by extension the partnership) is unconcerned, it's for a reason. That's his prerogative.

Big Dave -30 Nov 2010 | 10:05

If all the extra work you're taking on is making you unhappy, then you need to tell your boss.

There's a way of explaining the situation that won't expose you as a 'snitch' - if you're diplomatic, then he/she will get the message and hopefully do something to sort it out and make sure everyone's working as hard as they should be.

Obviously the risk is that your 'quiet word' gets out and you're henceforth known as the Fun Police - which is fine, as long as you don't care about having no friends at work.

Gav -30 Nov 2010 | 12:40

You should look for any positives you can and try to work out how to tilt the situation to your advantage.

I have the same problem, except that it's not just the juniors but it's the partner in the group as well.

At times lazy, incompetent, overly political with incredibly poor day-to-day performance. Time is wasted beyond belief. It's almost impossible to co-ordinate anything.

On top of that, the guys try to engineer impressions so that they take credit within the firm and with the client and manoeuvre me into weak positions - despite my working much more effectively and efficiently than they do. They also try to suggest I am being difficult or political or not a team player if I raise the problems.

Fortunately, they have zero credibility within and outside the firm and an increasing amount of the new work coming into the group is now flowing my way (not good for them in the long term).

In fact, I even think I have a lot more fun than these guys outside the office (when I actually get some free time). They are pretty mundane.

If it does not work out, I will have the experience to move and do well. I may even have some of their clients.

However, these guys will always be a toxic problem whether they realise it or not.

Bright side -01 Dec 2010 | 00:11

Get curious not angry

You sound frustrated, but you have a choice. Annoyance or get curious. These behaviours are symptoms of disengagement and this could be a brilliant learning experience to help your career. How people feel affects what they do. The cause could be your management style; stress; financial worry etc. Younger employees have different needs from work to older generations – you need to understand what is going on, or you will have a bigger headache when they walk out of the door. Choose empathy not anger. Good luck.

Talentliberator -01 Dec 2010 | 12:49

Firm but fair

Welcome to world of progression amongst the ranks. All senior associates are expected to take the lead on transactions - that is the next step to partnership and so you should expect to take on more work then you would otherwise have a few years back. If the issue is the other associates not pulling their weight, give them work in the morning, set a time by which you need it completed, check in with them an hour or two before it is expected and ask them how they are getting on. That you, you have set their expectations and they know that you are monitoring their work.

At the very least you should have a quiet word with your partner to ensure that the partner is made aware that you have concerns. It is then the partner's responsibility to monitor his team. If the same issues arise persistently and you are not supported by that partner, then either speak to another partner or have a word direct with the associate on what you expect of them.

If they have called in sick, then you can only work on the basis that they are genuinely ill. Their sick days are monitored by HR and so it is not your issue or call to say whether they have pulled a sickie or not. I would hope that anyone who takes more than an acceptable level of sickness is pulled up on their absence by HR or their line manager.

Good luck - trust me, the above works. I have been a partner at a few firms and i am afraid that it is part of the job, no matter how hard done by you feel.

Firm but fair -01 Dec 2010 | 12:50