“I could very well offend someone just in how I greet them. And if the end goal is to get the message across then why wouldn’t I do a little research?” - Laranda Moffett Walker,
Phelps & Dunbar associate
THE CHANGING WORKPLACE
While these archetypes are important when engaging in a larger study of people’s work and communica- tion habits, what’s key for any associate is the ability to adapt to various workplace cultures. “I’ll Google people to fi nd out who I’ll be talk-
ing to, say, if it’s opposing counsel or an attorney in diff erent offi ce to fi gure out if they’re close to my age or if they are a senior partner,” says Laranda Moff ett Walker, an associate at Phelps Dunbar in Baton Rouge, La. “It prepares me for the communication style they may best respond to, not that I’ll change the content of what I’m going to say, but I could very well off end someone just in how I greet them. And if the end goal is to get the message across then why wouldn’t I do a little research? My own communica- tion style is email, but I believe valuable conversa- tions should also take place over the phone.” T at’s a sentiment shared by Pamela Robertson, a
partner at the New York offi ce of Edwards Wildman Palmer . “Email is a very eff ective method of com- munication; it can be done almost anywhere and almost anytime,” says Robertson, a Baby Boomer. “Sometimes, however, if an email exchange is going on its third turn of explanations and clarifi cation, or if someone is delivering information which could be sensitive, or if you need to hear or convey tone in order to refi ne the communication in the right way, you have to pick up the phone or walk into an offi ce.” For Munish Dayal, a junior associate in the Los Angeles offi ce of Barger & Wolen, however, adapt-
MCCA.COM
ing to a partner’s preferred communication style has proved important. Dayal’s managing partner dislikes being interrupted when sitting at his computer, so Dayal, a Millennial, communicates with him primar- ily via email so as not to be disruptive. “It’s a bit intimidating calling back a senior-level
attorney, but there can be a lot lost in email,” says Dayal. “T at’s the dilemma of the junior-level associ- ate. Sometimes a face-to-face conversation is good, but so is having an awareness of the people you work with and their styles. Diff erent attorneys have diff er- ent ways of doing things.” Improving communication between the genera-
tions won’t happen overnight, but the solution may be pretty simple. T e answer, says Reeves, is placing value on everyone’s input and encouraging open dialogue. While younger workers may lack experi- ence, they are creative and knowledgeable about new technologies, including social networking sites that can be used as recruitment tools and forums for their fi rms. More experienced workers can share their wisdom by serving as mentors and project leaders. It’s about fi nding that balance and re-examining our expectations. “What I always recommend to my clients is that
there is a way to structure the workplace where you really are creating an environment that’s best for everyone,” said Reeves. “We have to get away from ‘us versus them.’ Within a fi rm, it’s important to create leadership teams and problem-solving teams that are intergenerational, so you always see how something can be done in the best way possible for everyone.” D&B
MAY/JUNE 2012 DIVERSITY & THE BAR®
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