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In recent conversations with senior law firm leaders, one challenge comes up again and again: how to communicate effectively with younger lawyers.

Many firms are grappling with a real tension — how do you maintain high performance while also retaining and motivating the next generation of legal talent?

One of the biggest friction points is around expectations. Older generations often put in long, intense hours without question. That mindset shaped their careers — and they expect the same in return from today’s associates, who are also very well compensated.

But Gen Z lawyers view things differently. They still value success, but they also value balance, purpose, and wellbeing. They’re less willing to sacrifice personal boundaries for the sake of tradition. And that disconnect is creating frustration on both sides.

Deborah Finkler, Managing Partner of Magic Circle law firm, Slaughter and May, says:

"Being a lawyer in a high-performance private practice is very demanding and not for everyone. We aim to provide people with the best training possible, to form a foundation for their future career, whether that be with us or elsewhere."

Gen Z will go the extra mile, but only if they know why. The  found that Gen Z want meaningful work, clear values, and leadership that aligns with their priorities. Nearly half expect employers to take a stand on issues they care about.

What to do:

An example: “We’re pushing hard this week to get this deal across the line. This is what earns long-term trust from the client, and builds your visibility in the partnership group.”

Gen Z doesn’t want to work in the shadows. According to , more than half of Gen Z associates say they’d take a pay cut for fewer billable hours, and over a third would trade compensation for more time off. They value balance but also recognition.

What to do:

An example: "You went above and beyond prepping for that partner meeting. It showed. I’ve let the leadership team know, and I’d like to involve you in the next client proposal we’re putting together. It’s a good chance to build your profile internally."

Gen Z can handle intensity, but not when it’s constant, or unclear. They want to know that leadership is aware of workloads and intentional about how time is used. The also shows that mental health and burnout are top concerns for Gen Z — especially in high-pressure environments like law.

What to do:

An example: “April and May are heavy months for litigation prep — but we’ve already protected downtime in June and will reduce non-urgent internal meetings during this sprint.”

Gen Z is ambitious, but they want clear returns on their effort. They expect transparency around promotions and pathways to progression. According to , Gen Z lawyers rate transparent, inclusive leadership higher than hierarchical status.

What to do:

An example: “The time you’ve put into this client is showing. I’d like you to take the lead on our next project call.”

High standards are fair. But they must come with empathy and responsiveness. A study by found Gen Z employees are motivated by feedback, mentorship, and opportunities for growth but quickly disengage when they feel ignored or undervalued.

What to do:

• Check in regularly during demanding periods
• Encourage open conversations about capacity and burnout
• Act on feedback or explain why if you can’t.

An example: “I know we’re running hot this week. If you’re reaching your limit, say so — I’d rather adjust things than risk burnout.”

Lead with purpose, not pressure

The and both confirm that Gen Z expects employers to support mental wellbeing and offer flexibility. But they’re also highly career-driven and responsive to purpose and recognition.

Gen Z aren’t lazy. They’re strategic. They’re not rejecting hard work. They’re rejecting pointless hard work. As a leader, your role is to connect the dots: between intensity and impact, between sacrifice and reward. If you do, you’ll unlock a generation that is sharp, committed, and ready to lead, not just follow.