Law firms today move differently than they did a decade ago.

Associates no longer just expect prestigious cases or competitive salaries.

Now, they look for leaders who guide clearly, encourage their growth, treat them fairly, and create workplaces where they belong.

Because of this shift, upward reviews have become one of the smartest ways to strengthen leadership.

They allow associates and junior staff to share honest feedback about the people they work for — safely and constructively.

But the impact of upward reviews depends entirely on the questions we ask.

Normally, asking vague or generic questions brings back surface-level answers.

Besides, well-designed questions give leaders the insights they need to adjust, improve, and lead better.

Here are 10 important questions every law firm should build into their upward review process — and why each one matters.

1. Does this leader explain expectations clearly?

When expectations stay unclear, associates second-guess priorities, waste valuable time, and feel exposed to unfair criticism.

Because clear direction gives associates confidence, it also raises performance.

Studies show that teams with clear guidance deliver 25% better results.

2. How often does this leader offer support when you need it?

Leadership isn’t about being visible all the time.

Normally, it’s about showing up when it matters — when associates need advice, coaching, or quick decisions.

Because leaders who stay accessible when needed create safer, faster-moving teams, firms that promote accessibility keep stronger associate engagement.

3. Does this leader build a team where everyone feels they belong?

Building inclusion goes beyond hiring statistics.

Leaders create real belonging when they listen to every voice, involve everyone in decision-making, and address biases openly.

Because employees who feel included bring their best ideas to work, McKinsey reports they stay three times longer at firms that value inclusion.

4. How often does this leader give you feedback that helps you grow?

Besides promotions and bonuses, associates look for constant signals that they are growing.

Normally, when feedback only happens once a year, it loses its power.

Because ongoing feedback leads to better confidence, faster learning, and fewer mistakes, leaders should treat feedback like part of the daily work, not an annual event.

5. Does this leader help you move forward professionally?

Leading a team isn’t about assigning tasks.

It's about helping people step into bigger roles.

Normally, strong leaders recommend associates for stretch opportunities, guide them through complex projects, and open doors they can walk through.

Because professional growth leads directly to retention, leaders who coach their teams also strengthen the future of the firm.

6. How well does this leader share important work?

Delegation can either build careers or stall them.

Normally, when leaders hoard critical tasks or delegate only repetitive work, associates miss out on growth.

Because well-planned delegation builds trust and skill at the same time, firms that coach leaders on delegation move their teams faster toward partnership readiness.

7. Do you feel respected in your conversations with this leader?

Respect shows up in tone, timing, listening, and fairness.

And without respect, no amount of technical excellence can hold a team together.

Normally, disrespect drives high-performers to look for firms where they will be valued.

Because associates who feel respected stay longer, produce more, and mentor others, respectful leadership remains one of the strongest predictors of firm health.

8. How fairly does this leader distribute work?

Besides client demands, internal workload distribution defines an associate’s experience.

When certain associates get career-defining cases and others get repetitive tasks, resentment quietly grows.

Normally, workload bias leads to disengagement, while fairness creates loyalty and better performance.

Because fair work allocation brings out the best across the team, managing this actively pays direct returns in team strength and morale.

9. How open is this leader to hearing different ideas?

Strong leaders invite challenge.

They treat different views as chances to make better decisions, not threats to their authority.

Besides improving outcomes, openness builds deep loyalty.

Because associates who feel heard are 2.7 times more engaged, leaders who embrace different perspectives naturally grow stronger teams.

10. What one thing could this leader do differently to make a bigger impact?

Open-ended questions often reveal the most honest, helpful insights.

Normally, formal questions check the right boxes.

But besides the structured answers, allowing people to speak freely shows leaders blind spots they might otherwise never see.

Because small shifts in behavior often lead to major perception changes, asking for one simple improvement brings valuable guidance leaders can act on immediately.

Closing Thoughts

Upward reviews aren't just about evaluation — they’re about real improvement.

Firms that embrace upward feedback show associates that leadership matters, their voices matter, and growth is expected for everyone, not just those at the bottom.

Besides supporting leadership growth, upward reviews create stronger cultures, better collaboration, and lower turnover.

They send a clear message: we listen, we improve, and we lead better because we value your experience.

In today’s legal industry, culture and leadership aren’t side conversations — they are at the center of a firm’s success.

And it all starts by asking the right questions, and listening with the intention to act.

If your firm is considering launching or refining an upward feedback process, start by asking:Are we ready to listen deeply? Are we prepared to act meaningfully?

If you want to explore how to structure an effective upward review tailored to your firm's goals, let’s connect.

Because better leadership doesn’t happen by accident — it’s built through the right conversations.

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