So often, it seems, managers sort of expect those they
supervise to glean their thoughts and intentions almost psychically. The
manager is too shy to be direct; the topic is unpleasant; the underling—whether
a junior associate, a legal assistant, or another member of the team—needs to
change his behavior too much. In my own younger years, I’m sure I was guilty of
just hoping things would improve, that by modeling appropriate behavior, those
I supervised would start engaging in the very same action.
Today, I’m direct. If there’s something I don’t like, I
mention it. If a behavior needs to change, I note it. How did I make this
shift? The passage of time and becoming more comfortable with myself—and far
less afraid of others—surely had something to do with it, but so did the simple
fact of being too busy. I don’t have time for nuance, for the hope that strong
hints will get me—or those who work with me—where we need to go. If I see
something, I say something.
Still, perhaps the transition from good intentions to direct
results would have been more speedy had I had more training. I am heartened to
learn that firms like O’Melveny & Myers are hosting leadership academies
for women, both female lawyers at the firm and at clients of the firm. Ed
Silverstein, O’Melveny & Myers
sponsors Women’s Leadership Academy, InsideCounsel, 2014 WLNR 28663030 (Oct.
14, 2014) Forget that fellow from Microsoft who thinks women should generate
good karma by thinking about raises rather than asking for them. I’m all for
direct. I hope other firms follow O’Melveny’s footsteps and mentor their own
female team members in a similar way.
—Lori Tripoli
No comments:
Post a Comment