Law firms are built on hierarchy—senior partners make decisions, and junior attorneys follow. But in a profession that relies on sharp thinking and collaboration, ignoring what junior lawyers observe and experience is a mistake many firms can’t afford.
Upward feedback—feedback that flows from junior lawyers to the senior attorneys who manage them—remains one of the most underused tools in the legal industry. And yet, it’s also one of the most powerful.
When law firms fail to collect and act on this feedback, they don’t just miss input—they miss the opportunity to improve leadership, boost retention, and protect their culture.
Below, we explore six critical mistakes law firms make when they ignore upward feedback, and how each one impacts real people, real performance, and the future of your firm.
Mistake #1: Ignoring Partner Blind Spots
What Happens
Normally, firms assume senior lawyers know how to manage others just because they excel in legal work. But leadership requires a different skill set—communication, empathy, delegation—and partners aren’t always aware of their own gaps.
Real-World Consequence
Because no one gives feedback “up,” partners may continue poor habits without realizing it—cutting associates off in meetings, failing to explain expectations, or overloading others without noticing. Over time, teams grow frustrated, and the firm's leadership pipeline suffers.
What to Do Instead
Introduce structured upward reviews where associates can safely reflect on their working relationships with partners. Use these insights to support coaching, training, and targeted development for future firm leaders.
Mistake #2: Letting Toxic Behavior Go Unreported
What Happens
Besides overlooking growth opportunities, ignoring upward feedback also allows toxic behavior to thrive unchecked. Whether it's dismissiveness, bullying, or inappropriate comments—these behaviors rarely surface in traditional reviews.
Real-World Consequence
Because associates often fear retaliation or judgment, they stay quiet. Toxicity spreads. Talented attorneys leave. The firm’s culture erodes, and eventually, its reputation does too—especially when anonymous reviews show up on public forums like Vault or Glassdoor.
What to Do Instead
Create confidential, anonymous channels for upward feedback. Aggregate the data and track patterns. Use the insights not to punish, but to intervene early and coach for better behavior. Address issues before they grow into PR nightmares.
Mistake #3: Misdiagnosing the Real Reason Associates Leave
What Happens
Normally, firms explain attrition by pointing to market competition or lifestyle demands. But they rarely ask: Did something internal push this person out?
Real-World Consequence
Because firms don’t connect leadership behavior with attrition, they keep losing associates for the same hidden reasons—lack of support, feeling undervalued, unclear growth paths. This turnover costs millions in replacement and recruitment efforts.
What to Do Instead
Pair exit interviews with aggregated upward feedback. Look for links between poor leadership scores and teams with higher attrition. Then act: offer support to struggling leaders, and recognize those who retain talent.
Mistake #4: Reinforcing a Top-Down Culture
What Happens
When feedback always flows from senior to junior and never the other way, a hierarchy gets cemented. Leaders get used to giving direction, not receiving input.
Real-World Consequence
Besides creating distance, this dynamic breeds disengagement. Associates don’t offer ideas, raise concerns, or challenge inefficiencies—because they don’t believe their voices matter. Innovation stalls, and so does collaboration.
What to Do Instead
Train partners to ask for feedback, not just give it. Embed upward questions into review forms like:
- “How supported do you feel by this leader?”
- “What would you like this partner to do more or less of?”
Use the answers to drive reflection—not blame.
Mistake #5: Missing Valuable Observations from the Front Line
What Happens
Because associates work closely with partners on cases, they observe day-to-day leadership behavior that senior management often misses. But firms rarely tap into this vantage point.
Real-World Consequence
Important trends—like which partners mentor well, who miscommunicates under pressure, or where team morale dips—go unnoticed. Firms lose the chance to identify both problems and rising stars.
What to Do Instead
Position upward feedback as performance intelligence. Use it not just to catch missteps but to highlight partners who already excel at people leadership. Reward these behaviors. Let the data shape succession plans.
Mistake #6: Failing to Build a Feedback Culture
What Happens
Normally, firms say they value growth and transparency. But when upward feedback is missing, that message falls flat. Associates notice that feedback is only expected from them—not to them.
Real-World Consequence
Because feedback becomes one-directional, it turns into a compliance exercise, not a cultural norm. People withhold input. Growth slows. Defensive behavior increases. The result? A firm that looks high-performing on the surface—but struggles to adapt from within.
What to Do Instead
Make feedback a shared value. Start with leadership. Show that partners are open to input and willing to change. Celebrate growth, not perfection. And create regular feedback rhythms that feel safe, not scary.
Conclusion: Listening Is a Leadership Strategy
When law firms ignore upward feedback, they don’t just silence junior voices—they sabotage their own ability to lead.
Because true leadership depends on visibility. It requires knowing what’s working, what’s not, and how your behavior affects those around you. And only upward feedback provides that view.
At Survey Research Associates, we help law firms design upward feedback processes that surface what matters—safely, constructively, and clearly. When firms listen from the bottom up, they don’t lose talent. They grow it.
Let’s Build the Leadership Culture You Want
Want to know what your associates really think—but haven’t said out loud?
Let’s talk about how to implement a firm-wide upward review process that leads to lasting improvement.
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