Building Stronger Practices with Attorneys Across Generations

Building Stronger Practices with Attorneys Across Generations

Managing partners today oversee firms where attorneys from the Baby Boomer, Gen X, Millennial, and Gen Z generations all work side by side. In their article, William E. Wildman III and Mark W. Frilot of Baker Donelson explore how these generational differences, once viewed as points of conflict, can instead be reframed as opportunities for growth and innovation. Each group’s values and approaches are shaped by the era in which they came of age, influencing how they define success and balance professional and personal lives.

Frilot, a veteran litigator, recalls a culture where “work until the job is done” was the unquestioned norm. By contrast, many younger attorneys place equal weight on flexibility, well-being, and purposeful work. He acknowledges that while it took some adjustment, adapting to these expectations has made teams stronger, not weaker. 

The challenge lies in reconciling different work habits: seasoned attorneys emphasize in-person mentorship and spontaneous collaboration, while younger lawyers view hybrid and remote setups as the default. Both perspectives carry merit, as law remains a human profession grounded in relationships, yet productivity need not always equate to physical presence.

Wildman and Frilot caution against stereotypes that oversimplify generational traits. Many senior lawyers are eager to serve as mentors, while younger attorneys demonstrate ambition and resilience. The most effective teams, they argue, are those that combine institutional knowledge with fresh perspectives, blending wisdom with technological fluency.

For managing partners, cultivating trust between attorneys across generations creates more resilient, inclusive, and client-focused firms. Bridging these divides isn’t just a cultural exercise, but a strategic imperative for long-term success.