Washington Lawyer - March/April 2025 - 19

FEATURE
FEATURE
sights into how they are cultivating a multigenerational workplace that
recognizes the strengths, needs, and values of each generation.
MANAGING TRANSITIONS
New Jersey-based McCarter & English, LLP established its presence in
Washington, D.C., by acquiring energy law firm Miller Balis and O'Neil in
2014. Today, several of the D.C. office's oldest lawyers are legacy Miller
attorneys with decades of energy regulatory experience.
" That generational transition is something we've been attentive to for
the last several years, " says D.C. office managing partner Matthew Wright.
In the District, the firm has 27 lawyers focused on energy, regulatory, and
government contract issues. Wright, who has managed the office for
more than two years, says that McCarter & English has been cultivating
its younger cohorts and lateral hires, giving them substantial lead time
to integrate into the practice and work closely with senior lawyers. This
strategy allows the firm to institutionalize the work and clients that Miller
had cultivated since its founding in the 1960s, ensuring that McCarter
& English is best positioned to continue serving those clients.
" If you want your legacy to survive you, you know you need to have another
generation behind you to continue providing quality services to
your clients, " says Wright, adding that longstanding relationships between
attorneys and clients lead to inherited interests and familiarity
that benefit all parties.
McCarter & English fosters generational connections through training,
formal and informal mentorships, lateral connections and partnerships,
and feedback solicitation. For more experienced attorneys, the firm offers
continuing legal education and training on how to work cohesively
with their peers and attorneys of varying ages and experience levels.
Junior associates are also paired with partners to work on cases.
A generational difference Wright has noticed is the approach that junior
associates take toward research - this cohort tends to search for answers
instead of taking the time to understand the problem first.
" When you don't fully understand the area of the law that you're researching,
you miss a lot, " says Wright, who has been in practice for nearly
25 years. " There's a narrowness that excludes a lot of nuances and
exceptions that could lead to mistakes. " Wright encourages younger
attorneys to think more broadly about the law, noting that " once you
know the information, you have it for life. "
Another challenge has been bolstering the development of younger attorneys
following the pandemic. McCarter & English offers a flexible, hybrid
schedule where attorneys must be in-person at least two days a
week. " Being in the office more can never hurt, " Wright says, adding that
it can be beneficial for younger attorneys to connect, network, and learn.
Wright says it is important for firms to invest time engaging their multigenerational
ranks and encouraging attorneys to make a commitment to
law, their clients, and their work. " It makes your work much more rewarding
and, frankly, makes you a better lawyer, " says Wright.
EVOLVING FOR A SUSTAINABLE FUTURE
For McDermott Will & Emery, diversity is crucial to success. " A multigenerational,
multiracial workforce brings a variety of viewpoints that help to
enhance the firm, including creativity, the ability to solve problems in difLISA
M. RICHMAN
McDermott Will & Emery
ferent ways, and fresh perspectives, " says
Lisa M. Richman, a co-national hiring partner
at McDermott who previously served as
managing partner of the firm's D.C. office.
McDermott emphasizes lean and responsive
teams where associates closely collaborate
with partners on cases. Pairing a seasoned
practitioner with junior attorneys
who bring fresh thinking and new approaches
creates a sustainable future for
the firm and an ability to transfer knowledge
both ways, says Richman, co-leader
of McDermott's international arbitration
practice group. " We're constantly trying to change and evolve, " she adds.
Richman says that the practice of law has changed dramatically in the
two decades she has been practicing. As a young lawyer, she hid her
pregnancy from the firm, wearing baggy clothes and scarves to avoid
judgment from colleagues. She had to be dutiful and driven about moving
up the ladder and be strong and masculine when conducting herself.
Today, colleagues at the firm respectfully call Richman " Mom " and turn to
her for help and guidance, reflecting a big change from her early years in
the profession. Richman also notes that younger attorneys now have life
aspirations beyond simply moving up the ladder and expect more from
their senior colleagues. " We've had to learn and adapt, especially our senior
lawyers, " says Richman.
Jocelyn Francoeur, McDermott's global director
of professional development, says the
firm is doubling down on growth and development
and ensuring that its attorneys are
staying on the cutting edge of the latest developments
in legal practice.
Francoeur says that in the past, training sessions
were generally lunch sessions or conference
calls, but today the firm is thinking
generationally about creating bite-sized, ondemand
content that is easily accessible and
engaging for its attorneys, as well as offering
more robust in-person programming.
" You're only as good as your next generation; you have to be developing
and retaining that talent to ensure that the firm's culture and client services
continue, " says Francoeur.
JOCELYN FRANCOEUR
McDermott Will & Emery
McDermott attorneys of every age and stage are expected to learn and
grow at the firm, says Richman. The firm emphasizes the basics, such as
how to effectively communicate and collaborate with others, especially
those of different backgrounds and generations. " Everyone needs to give
and take a bit, " Richman adds.
To stay competitive, McDermott seeks to incorporate artificial intelligence
into its toolbox, ensuring that its ranks are ready for these new
technologies that could impact the practice of law.
For firms with a multigenerational workforce, Richman recommends talking
with their attorneys and finding out what they know and what they
want their colleagues to know. " Be curious and be caring, " says Richman.
MARCH/APRIL 2025 * WASHINGTON LAWYER 19
Washington Lawyer - March/April 2025

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