New Law Firm Associates Should Master the Art of Managing Up

Stepping into a law firm as a new associate can feel like being a small fish in a very big pond. You’re brimming with enthusiasm, ready to learn, but there’s a catch: You’re answerable to multiple people in your law firm with more seniority, each with distinct expectations. It can seem like you’re reporting to everyone—and no one—all at the same time. Enter the skill of managing up, a critical tool in the new associate’s toolkit.

Understanding Managing Up

Managing up is about meeting the expectations of your superiors while also managing your own boundaries. It’s not just about completing tasks but also understanding them deeply, sometimes even better than the person assigning them.

This could mean occasionally pushing back on the scope of the project or seeking clarification to deliver the best results. You’ll need to be forward-thinking about your workload, communicating what you can realistically achieve and when you need support.

Your Supervisor Is Your First Client

Shift your perspective: As a first-year associate, think of the supervisor assigning your tasks as your client, and embrace a client-service mindset.

Understand their goals: What are their immediate objectives and long-term aims?

Discover their preferences: Would they rather you check in frequently or give comprehensive updates less often?

Know their priorities: Which deadlines are non-negotiable? What projects have the highest priority?

If you’re hesitant to approach your superiors directly, consider speaking to experienced associates or support professionals. They’ve often been in your shoes and can offer invaluable insights.

Crafting Supervisor Profiles

An efficient method to keep track of all these details is to develop “supervisor profiles.” These are quick-reference guides that list preferences, quirks, and expectations for each superior—essentially cheat sheets.

For example, you might note, “Max responds faster to phone calls, so avoid lengthy emails,” or “Tay prefers binders with single-sided pages so they can take notes on the back.” Over time, these profiles can become your secret weapon, enabling rapid, effective adjustments to different supervisory styles.

The Art of Asking Questions

As a new associate, it’s tempting to assume that senior lawyers always know best. But remember, they’re juggling numerous tasks and might not always communicate their needs clearly.

Even though you’re working with smart people with lots of experience, senior lawyers frequently delegate projects without fully thinking them through. Your role? Clarify and collaborate.

When a task seems ambiguous or not entirely thought out, use open-ended questions. Understand the project’s core objective first. Once you’ve grasped the essence, validate your approach with them.

For instance, if they ask for A, B, and C, but you believe X, Y, and Z would be more effective, pose it as: “From our discussion, it seems X, Y, and Z might align better with the desired outcome. Would this approach fit your vision?”

Dive into the task, think through the issues, then validate your understanding or suggest alternatives. This not only saves time but also often leads to better outcomes.

Navigating Overwhelming Assignments

There will be times when the workload feels unmanageable. Instead of flatly declining, embrace the “yes, and” approach. Express your willingness, but also clarify your constraints. If swamped, consider saying: “I’d be glad to handle this. Given my current commitments, would it be feasible for me to prioritize this task next week? Or would you prefer a preliminary overview by Friday?”

These types of questions not only show initiative but also convey your commitment to delivering quality work. Supervisors may have a deadline in mind but may be willing and able to push that deadline out if it means getting a higher-quality work product—and a less stressed out and more engaged associate in the process. But be aware of how often you’re pushing back on timing. You don’t want to create the impression with some supervisors that you’re not prioritizing their work.

With no singular boss to guide you, the ability to manage up becomes your compass. Understand your superiors, maintain open communication, and don’t be afraid to ask questions. In this vast pond, with the right skills, even a small fish can make a significant splash.

This article does not necessarily reflect the opinion of Bloomberg Industry Group, Inc., the publisher of Bloomberg Law and Bloomberg Tax, or its owners.

Author Information

Katie Aldrich is the director of coaching and program strategy at Fringe Professional Development. Before joining Fringe, Aldrich was a business litigator for several years and worked in professional development at two large law firms.