Miller, Canfield, Paddock and Stone, P.L.C. - Careers

Miller Canfield Mentoring Program

You are responsible for your own learning. I'm responsible for supporting, facilitating and learning with you.

INTRODUCTION

Quality mentoring is the foundation of learning. It is the goal of Miller, Canfield, Paddock and Stone, P.L.C. to promote an environment that encourages excellence through growth and learning, using a solid mentor system as the conduit for both. We are committed to a well functioning mentoring program. We emphasize that such an investment of time is essential and will reap the Firm substantial dividends in human capital and associate loyalty for years to come.

The mechanics of the mentoring relationship will necessarily vary depending upon the individuals involved. Still, we believe the following structure will facilitate a program that integrates associates into the Firm and creates an environment in which associates can become more effective attorneys and representatives of the Firm.
PROGRAM BASICS
1. Pairing
  
  An attorney in his or her first year with the Firm, including lateral hires with less than 7 years' experience, will be paired with a principal from the mentee's practice group, or from a similar practice area if there are no other available mentors in that office. These pairings will be assigned by the mentoring committee from a pool of principals who volunteer to be mentors. The Mentoring Committee will have discretion to recommend that a principal receive mentoring training or no longer participate in the program as a mentor.
  
  Because of the importance of building a strong mentoring relationship, we believe it is very important that the mentor be in the same office as the mentee. We recognize that an associate may prefer having a mentor who is not in a position to evaluate his/her performance i.e., from another practice group. To address this concern, a second year mentee would be able to request a mentor from another practice group by making a request to the Committee. The Committee will work with the resident director of the office where the mentee is located to find an alternative mentor for the mentee. The same process will be followed in the second year for mentees or mentors who are unhappy with their pairing.
2. Requirements and Objectives for Mentors
  
  In order for the mentoring relationship to be successful, mentors and mentees will need to devote time to the relationship. The mentor must realize that the development of young lawyers is crucial to the future success of the Firm. The mentee should be made to feel that his/her success is of great interest to the mentor and the Firm. The mentee should be able to walk away from the relationship having gained useful tools towards professional development.
  
  The mentor will help acclimate the mentee to the Firm environment. For example, the mentor and the mentee could discuss the structure of the Firm, the chain of command and how to manage and work with the various personalities within the Firm. The mentor may also suggest social activities such as softball, clubs or 5:01 activities that may be of interest to the mentee. Ideally, the mentor would foster a team atmosphere and a more trusting relationship.
  
  The mentor will critique the mentee's work. Providing positive reinforcement and constructive criticism is essential. Feedback should be detailed and specific. Additionally, the mentor could provide the mentee with answers to such questions as "Where do I sit in a courtroom?" "How does a closing work?" and "What are the general expectations of certain principals and senior associates?"
  
  Mentors will monitor the work-load of their mentees to assist them with the juggling, prioritizing and diplomacy that all young lawyers need to learn to handle their assignments efficiently. Mentees could be required to fill out a short work sheet detailing their current work-load on a monthly or bi-monthly basis for the mentor's review to ensure that the mentees are exposed to a variety of issues and subjects within their practice groups. We recommend that each practice group develop a checklist of topics, issues and subjects that should be covered throughout the mentoring relationship.
  
  Mentors will play an important role in helping mentees develop professional goals. To that end, mentors should help mentees in selecting and developing a "niche" or expertise in a certain area of the law.
  
  Mentors are encouraged to create an open and candid relationship with their mentees. Information exchanged between mentors and mentees will be confidential to the extent that it is not directly related to job performance. Mentors should strive to separate mentor/mentee related questions and discussions from their evaluation of the mentees for bonus and other evaluation purposes.
  
  Mentors and mentees should have at least one meeting per month. The Mentoring Program will fund monthly luncheon meetings for mentor mentee pairs.
  
  Since mentoring may not come naturally for many principals, the Firm provides mentors with supplementary materials and training seminars as a part of the MCPS University. The Firm's resources and commitment are behind the program as a simple statement that, to principals and associates alike, that this program is highly valued and a Firm priority.
3. Mentee's Responsibility
  
  Mentees must also work to foster the mentoring relationship. Mentees must seek out mentors and keep them abreast of their progress and any issues of concern. Mentees will complete a short monthly or bi-monthly memo detailing the status of assignments. Mentees will have the responsibility of prompting the mentors about the monthly meetings. In addition, the mentees should look for opportunities to go to court, attend depositions, and closings and discuss those opportunities with their mentors.
  
  Mentees must be receptive to constructive criticism from mentors. Mentees must also realize the mentoring relationship can serve as a catalyst to their development as lawyers.
  
  To increase awareness and participation in the Mentoring Program, members of the Committee will make presentations regarding the program to summer clerks and to new associates at new lawyer orientations organized by the Firm. Principals overseeing the Mentoring Program will also participate in presentations to ensure that new attorneys understand that the Mentoring Program is a priority of the Firm and that it is truly beneficial to their careers.
4. Duration and Time Commitment
  
  Although the duration of time that a new associate will need mentoring will vary, we believe the following general parameters meet the needs of most new associates:
5. Information About the Firm
  
  The Attorney Policy Manual given to each new attorney includes much information about the Firm. Additionally, periodic new attorney meetings provide helpful orientation to the Firm's organizational and management structure, strategic vision and benefits. Nevertheless, many associates wish to know more. While mentees and mentors should go to appropriate practice group leaders for answers to questions they cannot otherwise resolve, the Firm's periodic updates of the Attorney Policy Manual and other new-attorney information take into account matters that are of concern to associates.
RECOGNITION OF MENTORING TIME
1. Mentoring Time
  
  A category of quality nonbillable time called mentoring time is available on the Firm's time keeping system. to record mentoring, mentor training and receiving mentoring. This category is also to be used for such activities as mentor/mentee meetings, seminars, continuing legal education and attending depositions, trials, negotiations and closings. This time should be treated by the Firm as equivalent to other kinds of quality non-billable work like publishing, speaking to trade groups, and significant client development.
  
  Recognizing that early development of personal relationships and solid training and advice from principals are good investments in the future of the Firm, mentoring time is recognized through bonus consideration and public commendation by the Firm in the case of outstanding mentoring activities and commitments. The Firm recognizes that the Mentoring Program is an investment that will be returned several times over - with greater associate retention, better and faster development of human capital, and an overall increase in morale and loyalty.
MENTORING PROGRAM COMMITTEE
1. Introduction
  
  The overall success of the Mentoring Program depends in part on the existence of an organized committee (the "Committee") charged with the responsibility to ensure that the Program is serving the purposes of the associates, its primary beneficiaries, and the Firm as a whole. The Committee will coordinate the pairings of mentors and mentees and administer requests for changes in pairings, receive associates' comments regarding the Program, monitor participation and success of the Program, and propose changes and improvements.
2. Makeup of the Committee
  
  The Committee will consist of from six to seven associates who have been with the Firm at least four years, with at least one associate from the Detroit, Troy, Ann Arbor, Kalamazoo, Lansing and Grand Rapids offices. A member of the Management Committee will be designated as a liaison to assist the Committee from time to time and to participate in certain meetings. Members will be selected by the resident directors of the offices. Associates interested in serving on the Committee should notify their resident director.
  
  Associates serving on the Committee should be very familiar with the goals of mentoring, the different approaches to mentoring, and exhibit the communication skills to be able to educate both mentees and mentors on the methods by which to maximize the benefits of the mentoring relationship. Members will serve on the Committee for a period of two years with new members on the Committee being added on a rotating basis each year to maintain continuity and insure that there are always a few seasoned members on the Committee.
3. Duties of the Committee
  
  The Committee will have the following duties and responsibilities:

Miller Canfield Poland