“Whilst mentors and supervisors are always happy to take a phone call/video chat/message, working remotely means not having the capability to be able [to] read the body language of when it is appropriate to ask the question, as is easier when in-person,” he told Lawyers Weekly.

“Despite this, this has meant that I have been able to develop a stronger foundation on how to be less reliant, and proactively push further in finding solutions.”

Looking at it more broadly, having to work remotely has helped Mr Kaye develop good habits to identify what it means to work from home and remain productive, he posited.

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“For example, the need for a consistent and quiet workspace that enables you to be productive rather than working it out each time the need arises,” he said.

“Overall, I have found the experience so far to be challenging but it has also created numerous positive drivers to adapt to being more efficient with our time and communicating effectively through the use of technology.”

Having discussed his experiences during the pandemic with colleagues similarly placed as junior lawyers, Mr Kaye said the challenges and positive outcomes are common across the board.

“Other junior lawyers at our firm have found that it has been generally better for work/life balance as there is no commute time which can be spent on exercise, prepping healthy meals, and activities for enjoyment and relaxation which underpin mental health and wellbeing,” he outlined.

“From a work perspective, instructions from our supervisors are being delegated more in writing (vs verbally), which can be helpful as a junior trying to quickly take notes regarding how to approach and strategise certain situations. We have also found that there is greater flexibility in managing your day, and you have a greater sense of control (which is not often a feeling that a junior has).”

This all said, it remains integral for direct reports in such firms to stay cognisant of the difficulties that juniors may be having in being supervised on given tasks.

“In particular, there are elements to a traditional supervisor relationship that are critical in a junior lawyer’s learning that may be missing when working remotely. Even when a junior lawyer is appearing to be coping well through these uncertain times, frequent progress check-ins and clear and consistent communication are always key,” he said.

“Also, given the blurred line between home and work, regular social and wellbeing checking in with junior lawyers should not be taken for granted. When in the office, it is easier to see [the] morale/mental health of juniors as they are visible and those conversations can be had organically rather than pre-planned and organised. Some of the best check-in conversations I have had in the past have been spontaneous and on the spot without the time to ‘prepare’, where a mentor/supervisor has seen that it is needed [at] that moment. Working remotely may mean that those trigger moments for mentors and supervisors are not seen when needed.”

Mr Kaye believes, however, that there are opportunities for junior lawyers to develop and establish independence and trust with their direct reports at this juncture.

“For me, it has been about developing my capability to stay motivated and productive. It is certainly challenging at times and has got better the longer these restrictions have been in place, but will certainly be beneficial going forward,” he outlined.

“Whilst there are less opportunities for networking and building relationships, there is a great opportunity to utilise technology better and consider new and innovative ways of communicating with your team and networks. The work put in now will not be lost when we are back working in the office.”

Further, from a client servicing and relationship perspective, Mr Kaye continued, it is “important that we remain aware that they too are experiencing stressful times with a significant change to the commercial landscape”.

“In particular, some clients may be challenged by technology or under financial stress. Junior practitioners who are able to balance discussions with clients between obtaining obstructions but also gaining an appreciation for the client’s circumstances will build an invaluable skill set and enable stronger client relationships into the future,” he said.

Ultimately, Mr Kaye suggests that juniors use the time spent in isolation to develop good habits and build up trust within one’s self and one’s team, so as to better manage time and workload – “even when it is incredibly difficult to do so”.

“In saying that, it is important to remain aware that you will have good days and bad days. It’s normal,” he advised.

“Being a junior lawyer is about building from the experiences that we have and being able to use them effectively to assist our clients in the future.”

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