Normally, performance reviews in law firms aim to strengthen growth, shape future leaders, and ensure top client service. But in practice, they often feel rushed, surface-level, or disconnected from actual development.
At Survey Research Associates (SRA), we’ve reviewed thousands of attorney evaluation systems across firms large and small. And we’ve noticed a clear pattern: five mistakes appear again and again. These mistakes hold firms back from creating the culture, clarity, and careers they aspire to build.
Below, we break down each mistake—and show how your firm can fix it with practical, proven solutions.
1. Focusing Only on Billable Hours
The Mistake:
Normally, law firms rely heavily on billable hours as the main performance measure. These hours are easy to track and tie directly to revenue.
The Consequence:
Because this approach highlights output and speed, it ignores other contributions—like mentoring juniors, building client relationships, or stepping up during team crunches. As a result, associates who lead quietly or support others feel invisible.
The Fix:
Add new ways to recognize leadership, collaboration, and initiative. Besides tracking hours, invite partners to share how associates support the broader team. Include examples of when an associate mentored someone new, solved a tough team issue, or helped a matter move forward during high-pressure weeks. When firms capture these efforts, they begin to develop well-rounded lawyers, not just fast billers.
2. Keeping Feedback One-Way
The Mistake:
Normally, partners provide reviews. Associates receive them. And the cycle ends there. No one asks associates to weigh in on how their managers are leading.
The Consequence:
Because feedback only flows in one direction, many associates feel powerless to share what’s working—or what isn’t. Leadership misses opportunities to hear what could help teams grow stronger.
The Fix:
Open the door for upward reviews. Invite associates to share their experience with supervising attorneys, focusing on areas like delegation, clarity of communication, availability, and encouragement. When firms collect this insight, partners can learn how to better support their teams. And when associates feel heard, trust grows.
3. Reviewing Only Once a Year
The Mistake:
Normally, firms treat performance reviews as an annual event—something that happens after bonuses are calculated or promotions are finalized.
The Consequence:
Because reviews are delayed, the feedback often feels outdated or irrelevant. Associates may not recall what they did months ago—or worse, they’ve already repeated avoidable mistakes.
The Fix:
Break up the review cycle. Schedule structured quarterly or biannual check-ins. These conversations allow partners to guide growth in real time, not just once a year. When feedback becomes part of the rhythm of work, performance improves steadily—not just during review season.
4. Ignoring What Comes After the Review
The Mistake:
Normally, performance meetings end with a handshake or a polite “keep it up.” But no one writes down what should change—or how to act on it.
The Consequence:
Because there’s no follow-through, the review feels like a routine formality. Associates stop expecting real change. Even when feedback is clear, without action it loses meaning.
The Fix:
Turn review conversations into action steps. For every piece of feedback, decide what comes next. If an associate needs to improve their writing, schedule time for sample reviews. If they’re ready for more responsibility, assign a stretch matter. And review those plans at the next check-in. When firms create clear, trackable next steps, reviews move from talk to transformation.
5. Providing No Coaching or Support to Improve
The Mistake:
Normally, firms expect their lawyers to grow after reviews—but they don’t give them the tools to do it. Partners are told to delegate better. Associates are told to show more initiative. But few receive real guidance on how.
The Consequence:
Because improvement is left to chance, even high-potential lawyers get stuck. They may repeat the same habits or lose motivation when feedback feels vague.
The Fix:
Offer coaching—both informal and structured. Set up regular conversations where associates can ask questions, reflect on feedback, and map a path forward. Besides peer support, firms can bring in external coaches to help rising leaders build skills like managing others, resolving tension, or owning client relationships. When firms invest in support, they unlock growth at every level.
Final Thoughts
Normally, law firm performance reviews aim to align expectations, support talent, and promote growth. But these goals only become reality when reviews are built to serve both the firm and the individual.
Because when firms focus only on metrics, silence upward voices, delay feedback, skip follow-through, and expect change without support—they waste the potential performance reviews hold.
At SRA, we work with law firms to replace outdated systems with review processes that build clarity, boost retention, and grow leadership from within. From upward reviews and frequent check-ins to coaching and goal planning, our tools bring performance conversations back to what they’re meant to be: a path to progress.
Want to improve how your firm reviews and retains top talent?
Let’s build a better review system—together.
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