Most law firm leaders do not realize an associate is leaving until the resignation letter is already on their desk.
By then, it is too late.
The signs were there. Disengagement in meetings. Less enthusiasm. Fewer proactive contributions. But instead of addressing them, they hesitated.
“I’ll bet it’s just a rough patch.”
“If they’re that unhappy, I’m sure they’ll tell me or someone else who can help.”
But that is not how it works.
Retention Starts with a Conversation, But Not Just Any Conversation
If you feel something is off, trust your gut.
A well-timed check-in provides valuable insight while there is still time to correct course.
If a two-way conversation has not been part of the associate’s experience, expect initial discussions to feel surface-level. That is normal. Keep initiating. Trust builds over time.
Make the Conversation Part of Everyday Interactions
A formal sit-down can feel like an interrogation. Instead, use existing touchpoints such as assigning a project, giving feedback, or following up after a performance review to check-in.
Natural ways to bring it up:
- Project assignment: “This case is a great opportunity to develop [specific skill]. Is this the type of work you would like to continue to see more of?”
- Providing feedback: “You took a lot of initiative in your handling of [task], specifically [detail]. How do you feel it went?”
- Performance review follow-up: “We covered a lot in your review. Now that you have had time to reflect, what can I be doing to help you achieve your short-term goals?”
Then, open the conversation further with:
- “I want to make sure you are getting the kind of experience you are looking for. What has been working well for you lately?”
- “What type of work do you want to take on more of, and is there anything you feel like you are missing?”
By keeping it casual and tied to their work, the conversation feels natural rather than forced.
Step 2: Listen More Than You Talk
Associates may hesitate to open up at first. Give them space to process. If they provide a vague answer, follow up with:
- “Tell me more about that. What has been the most challenging part of your workload lately?”
- “What would make your experience at the firm more fulfilling?”
Step 3: Identify One Small Change You Can Act on Immediately
Most associates do not expect sweeping changes overnight, but small shifts show that leadership cares.
- If they are frustrated about career progression, clarify their path forward. “Let’s set up a meeting to map out what you need to move to the next level.”
- If they feel disconnected from leadership, ask them to identify one or two people they believe would be meaningful mentors and explore ways to facilitate those relationships.
- If they want more ownership of their work, discuss things they can do to earn greater autonomy.
- If they are hungry for meaningful feedback, provide specific, actionable feedback and ensure they receive it consistently from all assigning attorneys.
The goal is to leave the conversation with at least one concrete action item that makes a difference.
But If Turnover Is a Recurring Issue…
It is time to look at the bigger picture.
Most law firm leaders focus on keeping one associate from leaving instead of stepping back and asking:
- Why has our associate turnover increased since COVID?
- What unspoken issues are preventing associates from staying engaged?
- How do we make this firm a place where associates want to stay?
That is where my Attorney Retention and Success Program comes in. My assessment helps firm leaders get on the same page before I conduct one-on-one associate coaching, creating a structured, data-driven retention strategy that is far more effective and cost-efficient than scrambling to replace even one associate.
Retention is not just about keeping people from leaving.
It is about giving them reasons to stay and fortifying them against relentless recruiters.
You have worked hard to build a strong team. I am here to help you turn that investment into long-term retention.