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Now, more than ever, firm leaders need mentors
The idea that “No man is an island”, as espoused by English poet John Donne, is as relevant today as it was 400 years ago.
Jerome Doraisamy
Earlier this year, Sophie Manera and Joelene Nel spoke about the importance of mentoring for lawyers during the turbulence and uncertainty of COVID-19.
For boutique firm leaders, Ms Manera explained, mentors are critical as that leader may not have the opportunity to bounce ideas around with other senior professionals.
“It can feel lonely at the top, particularly in the age of COVID-19. There’s a lot of uncertainty as to how law firms will emerge on the other side of this pandemic,” said Ms Manera, who is the principal of Rothstein Lawyers and the 2019 winner of the Mentor of the Year category at the Women in Law Awards.
“Mentors are great sounding-boards. They can share their own experiences and create a feeling of ‘we’re all in it together’.”
Joelene Nel, who is an associate director at McLaughlins Lawyers and was a finalist in the aforementioned award category in 2019, agreed, arguing that “together is better”.
“Boutique firms are quite often, but not always, smaller in numbers than more general practice firms. Some leaders working in boutique firms may get a sense that [COVID-related] issues are only affecting their area of law, or be overwhelmed by the COVID-19 pandemic and need someone who can assist them in seeing the bigger picture – this is one way a mentor can be beneficial,” she outlined.
“Mentors can also help in brainstorming ideas, strategies and pathways to assist those in boutique firms to navigate this rocky journey in the age of COVID-19.”
Mentors can help leaders grow their practices
A good mentor, Ms Manera argued, will help firm leaders discover opportunities they may not have previously considered.
“They may have their own law practice and may suggest changes they’ve made to adapt to the pandemic, or perhaps they’ve experienced an economic downturn in the past and can discuss how they survived and grew through that,” she said.
A problem shared, Ms Nel added, is a problem halved.
“A good mentor can objectively and strategically discuss options that a practice may need to consider to successfully pivot and possibly [reposition], post-pandemic. A mentor may also have a wealth of knowledge about other support groups, innovative ideas and ways to [problem-solve],” she noted.
“If you have had the benefit of developing your relationship with your mentor, over a period of time, they may be able to consider not only your professional pivots, but how that integrates into your life as a whole.”
What to look for in a mentor
Mentees need a “fresh set of eyes to look at how things are done in the practice”, Ms Nel said.
“This could include aspects of firm culture, legal tech or processes – depending on your mentor’s background, opportunities to diversify and considering what you might already have in the firm that is, possibly, being overlooked or could be expanded on or developed, to assist in growing your business in the future.”
Moreover, mentees should be “looking for someone who challenges them to think outside the box and consider new business opportunities, strategies or changes to practice management”, Ms Manera said in support.
Danger of not seeking mentorship
The idea that “No man is an island”, as espoused by English poet Mr Donne, is as relevant today as it was 400 years ago, Ms Nel mused.
“It would be [an] arrogant leader who did not seek out the opportunity to connect, learn and grow from a trusted mentor; and such leaders may find themselves in perilous terrain if they are in pursuit of prosperity in a post-pandemic society,” she posited.
Ms Manera said: “I think there’s a risk of heightened stress and anxiety if boutique firm principals/managers don’t seek advice from trusted persons. Sometimes it takes a quick chat with a trusted mentor or colleague to remind oneself that we’re all in this together, and we can learn and grow from each other.”
“For many law firm principals, this is the first economic downturn they’ve experienced. It’s easy to feel alone [among] the lockdowns and isolation, dealing with changes in the office, and the progress of COVID-19 in Australia and overseas.”
“I believe that it is through unity, collaboration and genuine connectedness that we have the best opportunity of thriving both during and post-pandemic,” Ms Nel concluded.
“Why not have a trusted mentor walk with you that path?”
Jerome Doraisamy
Jerome Doraisamy is the editor of Lawyers Weekly. A former lawyer, he has worked at Momentum Media as a journalist on Lawyers Weekly since February 2018, and has served as editor since March 2022. He is also the host of all five shows under The Lawyers Weekly Podcast Network, and has overseen the brand's audio medium growth from 4,000 downloads per month to over 60,000 downloads per month, making The Lawyers Weekly Show the most popular industry-specific podcast in Australia. Jerome is also the author of The Wellness Doctrines book series, an admitted solicitor in NSW, and a board director of Minds Count.
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