Australian law firm partners sometimes do not even speak to each other, let alone constructively deal with interpersonal issues or support or reinforce their partners in failures and achievements. Regular structured attention to intra-partnership relationships in the form of workshops facilitated by a mediator or other form of retreat can be enormously helpful. It is detrimental in the long-term to avoid conflict. Lastly, the structures in the firm require review to determine that natural competitive behaviour within peer groups and between levels of seniority is appropriately managed. Keep in mind that the type of behaviour desired is neither altruism nor selflessness.
Corporate behaviour is anathema to many lawyers in principle.
It is almost a political matter. In our work at least we have the power to choose. If we choose to work in a firm we are choosing to work with and for the firm. Research has shown that ''connectedness'' in the workplace is a good predictor of higher job satisfaction. And beyond this is the wealth of what is possible commercially for a group of talented professionals pulling together towards defined and achievable goals.