As I hear attorneys talk about issues in their practice, more and more often the issues of "baby boomers" supervising the next generation, seems to come up. In my conversations with junior attorneys on the early part of their career paths, I hear from them that they often feel ‘out of synch’ with the culture of their employer’s business.

Twenty years ago, attorneys graduating from law school were looking for somewhere to start and build a practice. Most started with the idea of staying in the same place for the duration of their legal careers; even though many would make one or more career moves over the duration of their practice lives.

Now as students graduate, (some of them coming to law as a second career already) they often are looking for a first job, not necessarily for a long-term commitment. According to the National Association for Law Placement, over 30% of attorneys leave their first job within the first three years. Within five years more than 50% have left their positions. For employers, the cost of hiring and training is one of the single highest costs of running their business.

Here are some of the comments heard from more senior attorneys about supervising their junior counterparts:

• They don’t want to put in the time necessary to learn the practice of law or the hours required.
• They want to take shortcuts, and they want all of the work to be exciting.
• They don’t show respect for more senior employees.
• They are more interested in salary and benefits than they are in practicing law.

Some of the statements that have come from junior attorneys are:

• I studied hard in law school and college and I don’t want to spend my life in a room completing extensive document reviews.
• The partners at my firm work exceptionally long hours. I want to have a balance between my work life and my personal life.
• I don’t plan to stay here forever, but in the meantime I want to enjoy what I’m doing.
• I never know for sure what’s going on around here. No one shares enough information.
• If I don’t like it here, I can always go somewhere else.

Sound familiar? Law is certainly not the only profession where there may appear to be differences between those in senior positions and those new to the work place. The business book titles written in the past several years include the following. "The Manager’s Pocket Guide to Supervising Generation X," "Managing Generation X: How to Bring Out the Best in Young Talent," "Generations at Work," "The X’ers and the Boomers", and "Beyond Generation X." The business world is trying to understand this challenge and assist supervisors with ways to make these work relationships more productive.

If you are a supervisor there are some things you might want to know about this so-called Generation X.

• They represent 34% of the workforce and 54% of technology workers.
• They were the first generation to use computers in school.
• They are the only current generation that has not experienced a major war or serious economic depression.
• More culturally and racially diverse than any previous generation.
• Likely to be heavily in debt due to educational loans.
• Expected to earn less than the previous generation.

Some things you might want to know about the Baby Boomers.

• They represent 51% of the work force.
• They have had more attention paid to them than any previous generation.

• They were raised by parents who lived through The Depression.
• First generation to be broadly college educated; both men and women.
• Likely to have experienced layoffs and corporate downsizing.
• Steeped in politics, both in and out of the office.

These two generations view many aspects of the work place very differently. Younger workers may have seen a parent downsized after having put in 20 or more years with a single employer. Younger employees are more oriented toward action and outcome than hierarchy, title and longevity. Here is how the two generations may look at work:

Several things to consider if you are supervisor:

• Not all junior attorneys will be the same, but there are probably generational and value differences between boomers and their employees.
• The current generation is the available employment pool. The more adept you are at understanding and supervising this group in spite of their differences from you, the more successful your practice will be.
• Your business and organizational structure may ultimately need to change in order to best accommodate your new employee pool. Be willing to make changes that while difficult in the short term will add to long-term profitability and employee retention.

• Use communication to learn what is most important to them. Ask questions, while giving assignments, to engage them. Offer opportunities to participate.
• If you’re asking them to do work they view as ‘busy work’ – let them know how it ties into the whole and how it is important in the overall project outcome.
• To the extent possible, offer opportunities for greater flexibility at work.
• Generation X is more concerned with challenge than stability. Short term dividends are more important than "paying dues", hierarchy, or longevity with an organization. Think about these things as you prepare reward systems and work assignments.
• Minimize hierarchy and multi-layered reporting. Provide technology, and lots of information about what is happening in your business.
• Utilize your younger employees in analyzing if past practices are best practices. It may be time for some traditions to be updated or altered.
• Focus on relationships. Generation X’ers are more likely to be loyal to individuals. The future of your business is highly dependent upon your ability to hire and retain the best possible staff.

How to work for a Baby Boomer

• Show respect for background and experience.
• Remember that you grew up with a computer. You may be more comfortable with different methods of communication than your supervisor. Think about how you can make yourself an asset based upon this knowledge.
• Recognize that your immediate supervisor can have a significant positive impact on your career; not just in your current place of work, but potentially in the wider legal community.
• Understand the economics of your profession. Some aspects of your work, while not inherently interesting, are essential to the practice of the profession and the firm’s economic survival.
• Ask questions and participate when opportunities for input arise. If you aren’t getting enough information, follow the appropriate channels to learn more about what is going on in your place of business. There are joint responsibilities in making your work environment more to your liking.

Remember that these "descriptions" are simple generalities. Bringing these views of the generations to light is a good way to help dispel some of the myths and stereotypes that often create obstacles between employees and supervisors. When all is said and done, these generations will continue to work together for years to come. Each has things to learn from the other. Understanding and respecting one another’s differences and learning to communicate effectively across generations is essential to a productive workplace.

Wendy Werner is the owner and principal of Werner Associates, a career coaching and legal consulting business. She can be reached at WernerWL@yahoo.com