Something I think we’ve all struggled with is the generational gap; especially between our generation and the one before us. We tend to see things very differently from how our parents or grandparents do. I’d like to blame it on tech and how fast the world’s changed, but maybe that's’ just me realizing I’m now part of the “older” generation, and not the younger one anymore. And I know I’m not the only person feeling that shift. For a while now, I’ve been meeting lawyers across all age groups; Gen Z associates, Millennial senior associates, Gen X and Boomer partners, and honestly, they’re all kind of complaining about how hard it is to deal with one another. You’ve got partners frustrated with how Gen Z thinks or works, and junior associates who feel the way they’re treated by older partners is outdated or just plain wrong. Luckily, I’ve had the chance to work closely with Gustavo, who I’d describe as one of the most hardworking Gen Z professionals I’ve met; and together, we’ve put together a piece exploring this generational clash. In it, we offer some practical advice: tips for Gen Zs who are entering (or thinking of entering) the law firm world, on how to adapt to an environment still shaped by Millennials, Gen Xers and Boomers. The Disconnect: Where it’s Coming from: At the core of this generational friction lies a rift between expectations partners have for their associates and what Gen Z associates expect from their supervisors. Whether through communication style, professionalism, or expectations, these generations are clashing in their views regarding these aspects. When it comes to communication styles, partners are used to a straightforward communication style while Gen Zs are a bit more sensitive and prefer more constructive feedback. This had led to scenarios in which a partner’s directness comes across negatively for the associate. And I know, Gen Z, Millennial, or Gen X, you might be rolling your eyes as you read this; but it is true. Regarding expectations, partners started their career in a very different working environment than the one their Gen Z associates are starting. Global events, such as the Covid 19 pandemic, accelerated the shift towards remote work and more informal professional communication. Subsequently the rise of technology and social media has connected generations, in which people expressing their work frustrations has created a collective mindset across a generation that values flexibility, work life balance and casualty in the workplace. To some senior partners the concept of pushing back or asking their superiors for a better work life balance seemed unthinkable at the start of their careers, which is why their associates push for this, it comes across as a lack of discipline or seriousness. This push for causality in the workplace has opened the door for miscommunication regarding what is appropriate in a professional setting among different generations. One example I heard from a partner involved an associate who showed up for a job interview at a law firm in Tokyo in casual attire (jeans, trainers, random t-shirt) instead of a suit. It must have seemed appropriate for the candidate, since they were hoping to get hired by this firm. However, from what I heard, the partner saw this gesture as the interview starting off on the wrong foot. As you can imagine, they did not end up getting the job. These generational differences shouldn’t be a source of tension between partners and associates. With mutual awareness and a bit of flexibility, there’s definitely a way for all generations to work together in a more modern, efficient, and inclusive way. That’s why, after some solid research and a lot of honest conversations with lawyers, we’ve put together a few simple tips that both associates and partners can follow to help bridge the gap and collaborate better. Advice for Associates: 1. Professionalism Matters: Law is a formal and professional industry. The way you dress, communicate, and carry yourself should always reflect that. First impressions matter, so aim to present yourself in a way that builds trust and credibility. Make sure you follow your firm’s dress code, speak respectfully and professionally, and maintain a professional attitude both inside and outside of the office. 2. Feedback is an Investment in You: Critiques aren’t personal. Feedback is a resource, not an attack. Stay curious, ask questions, and don’t take things to heart. Sometimes, feedback won’t come wrapped in a long, softened-up email. It might be direct, even blunt. That doesn’t mean it’s meant to hurt you, it just means someone is pointing out what went wrong and how to fix it, clearly and efficiently. 3. Earn your voice Confidence matters, but humility matters more. As a junior associate, you’ll be learning from lawyers who’ve likely been through everything you’re now facing. Respect their experience, listen with open ears, and absorb as much as you can. Over time, as you grow and evolve in your career your own perspective will naturally carry more weight. 4. Keep your word It’s totally natural to have personal plans, and that you might not want to stay late working on something a partner or senior associate just handed you. But if you’ve committed to a specific deadline, make sure you stick to it. Meeting that deadline helps keep the deal, and the team on track. Missing it could jeopardize the hard work everyone puts in, and ironically, it might also mess up your own plans in the end. Closing thoughts: Taking everything into consideration, at the end of the day, both partners and associates share the same goal; doing great work for the benefit of their clients and themselves. With the power of mutual understanding and respect, I am certain that the firms that manage to foster a culture of respect and understanding will be the ones that will lead these new generations and the firm itself to success. If you’d like more guidance as to how to survive working for a certain partner as an associate or just want general market information; feel free to reach out privately and we’d be happy to help.

トップ・ローファームでパートナーとなり、その後、企業内に身を置き、現在はナスダック上場企業における法務部長として法務機能強化に携わる――。一見すると、計算された戦略的キャリアのようにも思われますが、ご本人はそれを「結果的にそうなっただけです」と静かに笑います。