As Gen X and Millennials ascend to leadership positions in law firms, they have a lot on their respective plates – an industry facing rapid change, innovation promising to fundamentally change the way lawyers work, continued stratification in the market, ongoing struggles to attract and retain talent and the daunting task of building thriving firm cultures in a hybrid work world.
Generation X lawyers stand poised to wield considerable influence. Gen X has always served as a bridge – between tradition and innovation, the old and the new. Often the unsung heroes in discussions about generational dynamics, Gen X professionals bring a wealth of strengths to law firm leadership. Their pragmatic outlook, honed by navigating shifts in technology and societal changes, positions them as adaptable leaders. Unlike their predecessors who were more comfortable with tradition and a stare decisis mindset, they infuse a sense of flexibility and agility into management strategies.
Far from the horrible “slacker” moniker they were prescribed, today’s Gen X leaders are very focused on firm profitability. They are, after all, the first generation of lawyers to mature professionally during the time when members of the industry recognized that law is a profession AND law firms are businesses. They understand KPIs, and their entrepreneurial friends and clients in other industries inspire them to see the opportunity in performance improvements. In some firms, it is Gen X partners who are driving the calls for the return to the office by associates.
Gen X leaders bring an updated approach to firm culture, as well. Their generation brought the notion of work-life balance to the workplace. Gen X was the first where both parents took an active role in day-to-day childcare, bringing a different perspective on the impact of parenting on one’s career. Rising to leadership roles during the pandemic, they are also attuned to issues related to well-being and are more likely to prioritize wellness for their teams.
They are also the “Sesame Street generation” for whom living in a multi-cultural environment was normalized by the folks on that fictional street, so creating an inclusive work environment comes more naturally. DEI initiatives are reflective of their world, not just the “right thing to do.”
Maturing professionally during an era characterized by a proliferation of information, Gen X leaders tend to prefer transparency in firm management. They are known for authentic and open communication and tend to take “open door” policies seriously.
One of the defining traits of Generation X is their emphasis on autonomy and self-reliance. They were, after all, the “latch key kids,” who spent significant amounts of time unsupervised. This creates opportunities for law firm leadership – Gen X leaders are more likely to empower individuals and foster autonomy in decision-making. This can present a challenge, however, in two ways. First, the drive for autonomy can make it more challenging to achieve a cohesive firm vision. Second, millennials and Gen Z’s tend to prefer direction, feedback and a team approach. So, Gen X leaders need to remember what their stakeholders want and need – even if it’s different than their preferred approach.
Gen X lawyers “bridge” skills come into play with leveraging technology in the practice, as well, having witnessed its evolution firsthand. They are not “digital natives” like the Millennials and Zs, but many of them did attend law school when one had to learn research from both books AND online research tools.
Gen X leaders will be tasked with communicating to Baby Boomers the necessity of keeping up with technological advances like generative AI to effectively serve clients (working smarter not harder can still be a tough sell). At the same time, they need to ensure their firms are sufficiently ahead of or at least on par with the technological curve to recruit and retain talent from a generation that works to live, not the other way around.
The role of Gen X lawyer leaders in law firm strategy is pivotal. They bring their entrepreneurial mindset and forward-thinking vision, steering their constituents toward modernization while preserving the core values that underpin the practice of law. The need to integrate diverse generational perspectives within the law firm also provides an opportunity to consider the needs of clients who also span several generations and adjust firm strategy accordingly.
For many firms, finding and cultivating these Gen X leaders can be a challenge. This generation is simply much smaller than both the Boomer and Millennial generations, and many firms have demographic gaps that are difficult to fill. For this reason, in some firms, Millennials are taking on leadership roles earlier than was typical historically.
How can your firm explore the impact of generational diversity on law firm leadership in a constructive way? Here are a few tips:
- Engage in open dialogue regarding the impact of generational diversity on law firm leadership, management, succession planning, client relations and culture.
- Focus on the strengths of each respective generation, rather than the challenges. (Avoid the, “I walked back and forth to school uphill both ways barefoot in the snow”- type discussions. Every generation thinks the generations that follow don’t work as hard, are unappreciative, etc.)
- Empower next generation leaders by providing leadership and management training or investing in leadership and management training and coaching programs outside the firm.
- When managing multiple generations, follow the “Platinum Rule” rather than the “Golden Rule.” In other words, “do unto others as they would have done to them.”
The emergence of Generation X in law firm leadership marks a transformative phase in the legal profession. Gen X Leaders’ pragmatic, tech-savvy and balanced approach bridges generational gaps, fostering a culture of innovation while honoring tradition. Recognizing and capitalizing on the strengths of Gen X lawyers is crucial to shape law firm strategy, management, technology and culture in law firms for the generations to come.