Why are we noticing these shifts more now? Technology is evolving faster than ever, and the legal profession is transforming alongside it. Add to this the fact that we now have up to four generations working side by side in some firms, and the gaps between them appear more visible than ever.

In a recent pilot study that we conducted at Coaching Advocates to help identify and understand what the legal profession is grappling with the most post-COVID-19, and in the midst of a cost-of-living crisis, we’ve discovered that a key people challenge in legal workplaces that has come to the fore is the perceived differences in values, work ethics, mindset and behaviour, especially when considered through a generational lens. In many interviews across the legal sector to date, almost all respondents indicated that generational shifts are playing an integral part in the challenges that law firms are facing, from getting people back to the office to motivating staff to work collaboratively and creating cohesion among teams.

Our early research has revealed three areas where the generational divide stands out the most: work values, technology adoption, and career expectations. These differences aren’t just theoretical – they’re showing up in real ways that affect daily operations and team dynamics.

Work values and flexibility

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For many Baby Boomers (born 1946–1964) and Gen X (born 1965–1980) partners, success has long been tied to long hours and physical visibility in the office. But for Millennials (born 1981–1996) and Gen Z (born 1997–2010) lawyers, it’s about working smarter, not longer, and finding a balance (or integration) that allows them to thrive both professionally and personally. This is especially true in a post-pandemic world where remote work has become expected by some. Younger generations arguably see productivity as results-driven rather than hours-based, and they are pushing for alternative work models that allow for flexible schedules and a better balance (or integration) between their personal and professional lives.

Technology and innovation

The perceived tech-savviness of younger generations is another major point of difference. Younger lawyers are not only comfortable with legal technology but also expect firms to embrace digital transformation. Tools like AI-driven legal research, e-discovery, and cloud-based platforms are becoming standard expectations among younger cohorts.

Career development and purpose

Unlike their predecessors, Millennials and Gen Z lawyers are not motivated to the same degree by high salaries or the prospect of equity partnership. They are often looking for meaningful work that aligns with their values. Many seek opportunities to make a social impact, whether through pro bono work or involvement in causes that matter to them. This shift away, for many, from conventional rewards means law firms need to rethink how they engage, motivate, and develop their talent or risk being left behind and unable to compete for new talent.

Our pilot study has paved the way for a more comprehensive global study to identify the trends and gaps in leadership and development within the legal sector aimed at bridging the gaps that generational shifts are highlighting. Our findings so far reveal distinct challenges, as well as opportunities, for legal workplaces to build stronger, more adaptable teams and workplaces.

The study so far has harnessed responses from Australia, New Zealand, the United Kingdom, Hong Kong, South Africa, Malaysia, France and the USA. The largest cohort of contributors identified themselves as law firm partners/principals, senior associates, and special counsel. The study also included in-house counsel, barristers, and government counsel.

The key findings so far

1. A call for leadership consistency

We have, to date, seen widespread variability in participants’ perceptions of leadership effectiveness. Respondents, spanning partners to associates, described their experiences with leadership as ranging from “very ineffective” to “very effective”. This inconsistency arguably points to a gap in leadership training right across the legal sector and ecosystem. Firms and organisations that prioritise leadership development, particularly in their senior leaders and potential senior leaders, could potentially bridge these gaps, creating more unified and resilient environments. Opportunities present themselves to develop enhanced decision-making capabilities, strengthen firm cultures, and adopt a sense of trust and stability across workforces.

2. Practical training is a top priority

Across all demographics, respondents emphasised the need for role-specific training that is immediately applicable to daily tasks. Descriptions such as “group training” and “training covering all job-related skills” reflect a demand for comprehensive, practical learning opportunities. Law firms and organisations may benefit from investing in programs that cover not only legal expertise but also business acumen, client relations, health and wellbeing, stress management and technology integration. By aligning training with real-world needs, firms and organisations could empower their professionals to excel and keep pace with rapid changes in their sectors.

3. Investment in resource development is essential

Senior lawyers who have participated in our research to date have placed significant emphasis on the value of investment in resources that support growth, indicating to us that strategic resource allocation is essential. Resource investment, whether in training programs or mentorship initiatives, could be fundamental in retaining top talent and meeting client demands. Allocating a budget towards such resources may demonstrate a commitment to employee development, positioning firms as supportive, growth-oriented workplaces. For example, structured mentorship/coaching programs that provide both junior and mid-career lawyers with a clearer path to advancement could lay the foundations for both continuity and succession within the workplace.

4. Generational dynamics and cultural shifts

The data we’ve collected to date highlights ongoing challenges tied to generational differences within legal workplaces. Commonly cited issues include contrasts in work ethics, technology adoption, and communication styles, emphasising the importance of adaptability. For firms, this means addressing not only technical training needs but also promoting cultural understanding and adaptability across age groups. Encouraging cross-generational mentorship and investing in diversity and inclusion training may help bridge these divides, developing stronger and more inclusive workplaces.

5. Focus on high-impact risks: Cultural and cost concerns

A theme of increased costs and cultural misalignment also appeared in the findings to date. Respondents told us of risks like “iron-fist leadership” and “traditional versus modern approaches”. These issues arguably point to broader challenges, including the alignment of firm culture with modern, flexible approaches to leadership and management. By encouraging a culture that balances tradition with innovation, law firms and organisations may improve their ability to retain talent, manage their costs more effectively, and maintain a competitive edge.

Lara Wentworth is a founder and director at Coaching Advocates.