In law firms, leadership isn’t just about legal brilliance or client wins. It’s about how effectively partners guide, support, and develop the people around them.
But here’s the problem:Most partners think they’re doing better than they are.And most associates won’t say otherwise—at least not directly.
This is the feedback gap: the disconnect between how leaders think they lead and how teams actually experience that leadership.
At SRA, we’ve helped dozens of law firms run upward feedback systems. And we’ve seen this gap show up over and over. Here’s what it looks like—and why closing it is so critical.
What Partners Think vs. What Associates Feel
Partner view: "I give regular feedback whenever something important comes up."
Associate feedback:*"I have no idea how I’m doing until review season."
Partner view:*"I’m accessible whenever someone needs help."
Associate feedback:*"I’m nervous to ask questions—they always seem too busy or irritated."
Partner view:*"I treat everyone the same."
Associate feedback:*"Some people get more coaching, better matters, and more facetime—it feels uneven."
These aren’t isolated cases. They’re recurring themes across firms of all sizes.
Because law firm hierarchies, high workloads, and deference to seniority make it easy for these gaps to widen silently.
Why the Feedback Gap Matters
Normally, firms focus feedback efforts on evaluating associates. But the associate experience is shaped just as much by who leads them.
When partners misunderstand how they’re perceived, it impacts:
- Retention: Associates leave not just because of work, but because of how they're treated
- Performance: Lack of clarity leads to repeated mistakes and reduced confidence
- Culture: Silence creates mistrust, and mistreatment goes unchecked
Besides creating misalignment, feedback gaps often erode the very trust firms are trying to build.
How Upward Feedback Closes the Gap
Upward reviews give associates a safe, structured way to share their experiences. They highlight blind spots, praise strengths, and show leaders how to improve in ways that actually matter.
When implemented thoughtfully, upward feedback systems:
- Normalize leadership reflection and accountability
- Reveal differences in leadership quality across practice groups
- Give Professional Development teams concrete data to act on
Example:One firm discovered that associates in one practice area consistently rated their partner mentorship lower than others. Instead of speculating, the firm created a targeted coaching plan for that group.
Result?
- Higher associate satisfaction in that practice
- Improved partner-associate relationships
- Lower attrition within a year
What Firms Can Do
To bridge the feedback gap, firms must:
- Implement upward reviewsUse them not as punitive tools, but as leadership development mechanisms.
- Share anonymized themesInstead of hiding feedback, summarize themes for leadership review and goal-setting.
- Coach leaders on soft skillsFeedback is only useful if partners are equipped to act on it.
- Follow upLet teams know how their feedback is being used. That builds trust in the process.
Final Thought: Feedback Isn’t About Blame—It’s About Better Leadership
When leaders close the gap between intention and impact, they build trust, boost performance, and create cultures where people stay and grow.
At SRA, we help firms implement upward feedback systems that don’t just collect data—they build better leaders.
Want to see what your team really experiences? Let’s talk.www.srahq.com
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