Five Takeaways on Bridging Generational Gaps from the Law Firm Committee Idea Exchange

In 2020, Generation Z (also called Gen Z, those born between 1997 and 2012) made up 6.1 percent of the workforce. By 2030, this number is predicted to increase to a whopping 30 percent, according to an article by Chloe Donelan entitled “Gen Z In the Workplace: How Should Companies Adapt?,” which appeared in the Johns Hopkins University blog entitled “Integrative Learning and Life Design.” This striking estimate serves as a wake-up call for industries worldwide, and the legal profession is no exception. The next generation of lawyers is coming, bringing with them a distinct shift in priorities from prior generations.

At INTA’s 2024 Leadership Meeting in New Orleans last November, the need to address generational shifts within law firms took center stage during the Law Firm Committee’s Idea Exchange on Bridging Generational Gaps. The session underscored that law firms cannot wait to embrace this incoming generation of lawyers—and to recruit and retain top talent, firms must anticipate the needs of the next generation now.

Idea Exchange Summary

The Idea Exchange discussion highlighted a dramatic shift in the generational legal landscape. Gone are expectations of unwavering loyalty to a single firm; law firms today are perceived as quick to write off or part ways with associates who don’t immediately meet expectations or demonstrate profitability. Millennial and Gen Z attorneys, hyper aware of this possibility, in turn feel no hesitation to explore new employment opportunities at the first glimmer of dissatisfaction.

This new transactional workplace model necessitates a focus on prioritizing employee satisfaction to ensure meaningful retention. To foster a cohesive, productive workplace, firms must now not only recognize—but prioritize—building cultures that resonate with the next generation. If firms meaningfully consider the values and expectations of younger attorneys, they can inspire loyalty and set the stage for long-term success.

Top Five Takeaways

To help your firm establish a roadmap for bridging this generational divide, consider the following top five takeaways discussed by INTA members during this vibrant Idea Exchange:

1. Prioritize Mentorship and Constructive Feedback: Recognizing that different generations process feedback differently is key to avoiding tension and fostering growth. Partners and senior associates alike should actively mentor junior associates, creating a culture of shared responsibility for development. Constructive criticism should be delivered face-to-face, whether in person or via a video call. Additionally, senior attorneys should consistently query their own management styles and provide ample opportunities for junior lawyers to provide reverse feedback to supervisors and management when miscommunications arise.
2. Implement “Real-Time” Check-Ins: The review process is ripe for reinvention, particularly for younger attorneys who crave frequent and example-specific feedback. Firms can quickly alienate talented individuals by providing otherwise constructive feedback for the first time during an annual review rather than providing that same feedback at the relevant moment. To avoid younger attorneys feeling blindsided, or even merely disillusioned by “one-size fits all” generic feedback that may not resonate personally, firms should prioritize ongoing check-ins to ensure feedback is meaningful, specific, and delivered in real-time.
3. Customize Career Paths and Training Opportunities: Millennial and Gen Z lawyers prioritize flexibility, value-driven work, and innovative tools over rigid hierarchies and traditional office structures. Traditional partner tracks may not appeal to everyone, and firms should encourage alternative leadership structures. To develop resilient and capable lawyers, firms should also emphasize both technical and soft transferable skills; younger lawyers expect to be equipped with the latest AI tools to stay competitive and meet evolving client needs.
4. Provide a Voice at the Table: A willingness to simply solicit input from younger attorneys in firm or team decisions can be meaningful and provide a sense of purpose, even if that feedback is not ultimately acted upon. Transparency is key for younger attorneys; by keeping them involved in decisions affecting the future of a team and giving them “skin in the game,” firms can inspire loyalty and commitment.
5. Lead by Example: Junior attorneys appreciate the flexibility of hybrid work models, and many prefer to work in the office—but only when partners show up. When partners work in the office frequently, junior attorneys are more likely to follow suit, recognizing the value of mentorship and collaboration. Firms should consider establishing “all-in days” and requiring employees to be in the office on the same days each week to foster collaboration and increased opportunities for meaningful associate training.

Preparing for the Future

It’s clear that the next generation of lawyers isn’t asking for less; they’re asking for more—more purpose, more innovation, more transparency, and more flexibility. Law firms that adapt to these shifts will not only attract top talent but also ensure that every employee and client interaction between various generations feels personalized and effective. By fostering collaboration, rethinking leadership, prioritizing transparency, and cultivating feedback-driven cultures, firms can adapt and offer a workplace that empowers lawyers of all generations to not only improve but thrive.

The Law Firm Committee is committed to offering relevant and timely programming at INTA Meetings, fostering idea exchanges for brainstorming and discussion. Our next Idea Exchange will be held at the 2025 Annual Meeting on Sunday, May 18, from 2:30 pm to 4:00 pm. The session is called Mastering Today’s IP Practice Management and Technology. This session is open to professionals at all levels, and we encourage you to preregister to participate.

Although every effort has been made to verify the accuracy of this article, readers are urged to check independently on matters of specific concern or interest.

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