It often starts with a client meeting.
A junior attorney brings polished research, airtight drafting, and detailed precedent. But when the client asks, “How will this decision affect our business?”—the room falls silent. The lawyer knows the law but not the business.
At Survey Research Associates (SRA), we see this gap often. Law school equips attorneys with legal expertise, but not always with commercial awareness. And when feedback in firms focuses only on technical performance, junior lawyers miss the chance to connect their work to client strategy.
That’s why we believe firms must do two things at once: create a culture of continuous feedback and teach business acumen early. Because when associates get timely feedback and understand the business context, they don’t just deliver legal answers—they deliver value clients notice.
Why Continuous Feedback Matters
Normally, feedback in law firms comes late—often during annual reviews or after an issue has already escalated. By then, the moment for growth has passed.
Besides stalling development, delayed feedback leaves associates unsure of expectations. They keep guessing, while partners grow frustrated. That cycle weakens both confidence and performance.
A culture of continuous feedback changes that. Associates know where they stand. They adjust quickly. And they build habits that clients experience as responsiveness and confidence.
Why Commercial Awareness Is the Missing Link
Because clients don’t just want correct legal answers—they want advisors who understand risk, opportunity, and strategy.
Junior attorneys who learn to read financial statements, understand market dynamics, and anticipate client priorities add a layer of insight that clients value deeply. And naturally, firms that cultivate this skill win stronger, longer client relationships.
How to Build Both at Once
At SRA, we’ve seen firms succeed when they weave business acumen into feedback culture. Here are steps that work:
- Teach Business Skills Alongside Legal Skills
- Host workshops where clients explain their industries. Invite finance or operations experts to give context. Make commercial acumen part of training—not an optional add-on.
- Make Feedback Part of Daily Practice
- Encourage partners to give short, specific guidance after key tasks—not just during reviews. Associates absorb lessons when the context is fresh.
- Use Feedback to Reinforce Business Awareness
- Instead of only correcting legal errors, feedback should also highlight business impact. For example: “This clause is enforceable, but does it align with the client’s revenue goals?”
- Model the Mindset at the Top
- Partners who frame their advice in terms of client outcomes set the tone. Associates learn by seeing leaders balance legal precision with strategic thinking.
The Payoff
By the way, firms that blend feedback with commercial training don’t just build better lawyers—they build trusted advisors. Clients notice when junior attorneys speak their language. Associates feel more confident and engaged because they understand their impact. Leaders see stronger retention because lawyers feel invested in—not just measured.
And because feedback flows continuously, course corrections happen early. That saves time, strengthens performance, and reduces the silent frustrations that drive turnover.
Final Thought
You know the legal profession will always value technical excellence. But the future belongs to lawyers who combine that excellence with business insight—and who grow through feedback that never stops.
At SRA, we believe building this culture is not just possible but essential. Firms that commit to continuous feedback and commercial awareness will not only develop stronger attorneys but also deliver client service that stands apart.
Ready to equip your junior attorneys with the skills and feedback they need to thrive?
SRA helps law firms design upward reviews, feedback systems, and development programs that bridge the gap between legal training and business expectations. Let’s talk about how to get started.
.png){kind=small}