If new associates could submit wish lists to their partners and supervisors upon embarking on their legal careers, the request for mentoring would probably top the list. The value of the mentee-mentor relationship has steadily grown as a major concern for law firms because of its direct correlation to recruitment and retention. While most firms believe they have heeded the call to mentor by providing firm-assigned mentors to newly minted associates, such mandated relationships often result in infrequent (and mostly rescheduled) lunches, happy hours and occasionally, dinners. So what’s a new associate to do wait until her firm-assigned mentor finally reaches out and bestows pearls of wisdom about the practice of law? Of course not. Most associates understand that while law firms bear some accountability for helping them forge meaningful professional relationships within the firm, the onus for one’s professional development lies squarely on the associate.
The question with which many associates grapple, however, centers on finding the right mentor. Answering this question requires associates to think about mentoring and mentors in new ways. Associates often make the mistake of gravitating to those who look and think like they do and ignoring those who do not. Such an insular approach to mentoring can stunt an associate’s growth personally and professionally, and impliedly suggests that only one type of mentor is sufficient for a successful legal career. No longer is that the case it’s time to think outside of the box.
