The more lawyers can learn about a client's business and industry, the more helpful and successful they are likely to be. In addition to substantive knowledge, typical areas might be navigating organizational politics, building a reputation, leadership skills, juggling of personal and work life, and consultative service and selling skills. In order of personal priority, the list of desired growth areas should be discussed with the advisers, either with one adviser for each area or with all, if appropriate. Each selected adviser should be approached by conveying enthusiasm for learning more about how they achieved their success, their current plans and goals and what help they might be looking for. If the advisee can reciprocate in any way by helping the adviser, that should be a high priority.
Many accomplished people welcome the opportunity to be mentors and advisers.
In addition to being flattered to be asked, they often want a chance to help talented younger people who clearly appreciate what they can give. Showing appreciation is key. It is important to understand that to the mentor in the relationship, the benefits are the psychic rewards that come from helping another and leaving a legacy. This fear arises most often when the mentor and mentee are in the same firm. To avoid this, the younger lawyer might look to a recent retiree from the firm as a mentor or someone with similar passionate interest in a cause or purpose.