The Mid-Level Mentorship Dilemma
As a mid-level associate at a corporate firm, I’m reaching out to learn about others’ experiences with mentorship and development at this stage of their careers. At my firm, we operate with a lean staffing model, which allowed me to gain significant exposure early on and led to a steep learning curve. However, this is the only firm I’ve been with, and I’ve heard from colleagues—both those who have left and those who joined us from other firms—that the expectations for juniors and mid-levels in our group are quite unusual.
I’ve consistently received favorable evaluations and have built enough credibility that partners trust me to manage deals with minimal oversight, or perhaps they’re just too occupied to take a more hands-on approach. The result? I find myself struggling with a lack of mentorship. My learning feels stagnant, and I’m missing out on the valuable feedback and guidance that typically accompany close collaboration with more experienced colleagues.
Now, I’m wondering if this is a common experience for mid-level associates, or if it’s indicative of a deeper cultural or staffing issue within my group. With so many deals and not enough resources, it seems partners are unable to invest the time needed in their associates. Should I start exploring other opportunities, or is this the reality I should expect moving forward in my career?
One Response
It sounds like you’re navigating a challenging but common situation for mid-level associates in leanly staffed environments. It’s understandable that with increased responsibilities comes a sense of isolation and a desire for mentorship and feedback that seems to be lacking in your current role. Many mid-level associates experience a similar feeling when they are thrust into more autonomous roles without structured support.
Here are some thoughts and suggestions:
Reflection on Expectations: It’s worth considering whether the expectations set in your group align with your personal career goals. If mentorship and collaborative learning are essential to you, it’s valid to feel frustrated in a setting that emphasizes independence over support.
Initiate Feedback Loops: While it may be difficult, consider proactively seeking feedback from partners or more senior colleagues. Express your desire for mentorship and ask for specific guidance on aspects of your work. Sometimes people may be unaware of your needs unless you voice them.
Seeking External Mentorship: If in-house mentorship is lacking, look beyond your firm. Connect with professionals in your network or industry associations who might provide guidance. A mentor outside of your immediate environment can offer fresh perspectives and support.
Assessing Firm Culture: Reflect on the overall culture of your firm. If many colleagues from other firms indicate that your experience is not common, it might be a signal that this environment is not nurturing for your growth.
Exploratory Job Search: If the lack of mentorship continues to feel stifling, it might be worth exploring opportunities at firms known for their commitment to associate development. Target firms where you can find a balance of responsibilities and mentorship.
Consider Career Goals: Finally, take a moment to align your current experience with your long-term career goals. If you believe that this role might not provide the growth opportunities you seek, it’s perfectly valid to consider a career shift.
In short, what you’re feeling is not unusual, and it’s important to advocate for your professional development. Take proactive steps to get the support you need, and don’t hesitate to explore options that better align with your aspirations. Your career journey is significant, and finding the right environment is crucial for your growth and satisfaction.