Fredrikson & Byron knows that effective supervision of an associate is one of the most important things a shareholder or senior associate can do to assure the future success of the firm. Good supervision is a hard, time-consuming job. The benefits are real, but largely intangible: the satisfaction of being a good teacher and observing positive results, appreciation from the associate, working to leave a legacy at the firm, and team building. Of course, economic gain may accrue if a supervisor successfully builds a team which will support practice leverage, larger billings, and higher compensation. These results, however, are long-term and not always certain. The firm wants to recognize good supervision, first by identifying what it involves, then by including it in the factors for which we recognize shareholder efforts. These Guidelines are intended to set out what the firm expects from those who supervise its associates.

Supervisor Responsibilities

1. Communication with Associate

• Meet regularly with the associate to discuss
  • General workload
  • Specific project issues
  • Constructive feedback on work
  • Update on career and business development
• Meetings can be scheduled in advance, or not, but it is important that they occur and that the agenda regularly include more than specific project issues.

2. Workflow

• Obtain and assign sufficient and appropriate work, and help associate balance work to meet or exceed par. This may include soliciting work from other sources within the firm.
• Communicate clear expectations, including deadlines and priorities.
• Provide varied work to enhance all professional skills.

3. Skill Development

• Determine core competencies in the associate's work area and work with associate to attain each one, including attendance at F&B training courses.
• Monitor and manage the quality of the work performed.
• Assess strengths and development needs and suggest appropriate training and work experience.
• Communicate "big picture" tactics, strategies, and politics, and encourage the associate to express judgment and to be involved in planning and problem solving.
• Promote professionalism and firm values directly and by example.

4. Practice Development

• Encourage thinking about long-range career objectives.
• Provide practice development opportunities with clients, referral sources, and others in the community.
• Model and encourage enthusiasm, cooperation and positive outlook within the practice group and the firm.
• Suggest activities the associate might undertake to build client base.

5. Evaluation and recognition

• Provide regular, candid and constructive feedback, with suggestions for change and improvement. This is easier when done regularly.
• Share facts, opinions and perceptions as appropriate in direct, non-threatening, and non-judgmental manner.
• Express praise and appreciation on a regular basis.
• Tell others in the practice group and the firm of the associate's good work.
• Complete annual review forms and meetings in an effective and timely manner.