In this column, the Young Lawyers Division gathered anonymous questions from lawyers in their first few years of practice. Each question is followed by thoughtful advice from several seasoned attorneys.

Q: If a newer attorney admires someone more experienced and wants to learn from that person, how should a request for mentorship be approached?

A: Be bold, be respectful, and be specific! Don’t just say, “Will you mentor me?” Instead, tell them exactly what you admire and ask if you can sit in on a client call or set aside fifteen minutes for advice. I did this as a junior associate with a senior partner I admired immensely. Over time, he pulled me into more of his deals and I became his go-to associate. The best part? He took the time to teach me because he knew I was eager to learn. People love to share wisdom when they know exactly why you’re asking. You’re not bothering them. You’re showing initiative and genuine interest. Kelly Galligan, Corporate Partner, Rutan & Tucker, LLP

Do not be embarrassed to ask. Most senior lawyers are happy to share their experiences and those who aren’t, you do not want to be mentored by anyway. When the ask is made, be prepared, clear in what you want, and professional. And by all means, make the ask! Law is best learned by observing and discussing, and that will remain true throughout your career. To this day, I ask advice from my colleagues about issues I am grappling with. Make collaboration a regular and ongoing part of your professional life! Darren Aitken, Managing Partner, Aitken*Aitken*Cohn

Be proactive and reach out to the attorney you admire. Express appreciation for their work and let them know how and why they have inspired you. Be direct and ask if they would mentor you. Keep your request humble and be flexible. Be specific about what you hope to gain from the mentorship—career guidance, insight into a specific practice area, etc. Nicole Whyte, Founding Partner, Bremer Whyte Brown & O’Meara, LLP

Before reaching out, do a little internal work. Ask yourself why you want this person as a mentor. What is it about their path, presence, or practice that resonates with you? Be honest: Is it their career success, their authenticity, how they show up in the courtroom—or something deeper? Also ask yourself: Am I ready for mentorship? Have I done the self-reflection and put in enough groundwork to make this relationship meaningful?

Once you’re clear on that, take action—practically and respectfully:
Step 1: Do your research. Look the person up. Learn their story. Read their work. Follow their contributions to the profession.
Step 2: Make the connection. If you’re not too shy, introduce yourself at a professional function or community event. If you are, that’s okay—send an intentional email or message. Be direct but gracious.
Step 3: Ask for a coffee chat. Say something like, “I admire your work and the way you [insert specific trait or action]. I’m looking for guidance in areas like [briefly list them], and I was wondering if you might be open to meeting for coffee and sharing some of your insights.”
Step 4: Be clear about your needs. You can say, “I’m looking for mentorship in these areas—do you think you might have time or capacity to support me, even occasionally?”

Mentorship doesn’t have to be formal or long-term. It can start with one good conversation. Don’t overthink it—show up with authenticity, preparation, and respect. Most of us who’ve been in your shoes are more than willing to reach back once we know you’re serious about moving forward. Rebekah Thomas, Partner and Shareholder, SNR Law Group, PC

Q: As a junior associate, it can be difficult to demonstrate sound judgment when most substantive decisions are made by more senior attorneys. How can we earn a reputation for strong judgment early in our careers?

A: Great judgment isn’t just about making the “big calls”—it’s reflected in how you handle the day-to-day. Even if you’re not the one making final decisions yet, you can still earn a reputation for good judgment through your preparation, communication, and self-awareness. Here’s how:

1. Anticipate, don’t just execute. When you’re given an assignment, think one step ahead. Ask yourself: What is the partner trying to achieve? What context might help sharpen the analysis? Do the work you’re asked to do and offer insights that show you understand the bigger picture.
2. Ask smart questions—but not before you’ve tried to answer them. Good judgment includes knowing when to seek help and when to figure it out yourself. Do your research, form a preliminary answer, and then ask: “Here’s what I found and how I’m thinking about it—am I on the right track?”
3. Practice professional emotional intelligence. Pay attention to tone, timing, and how you handle feedback. Showing maturity in how you navigate office culture, client stress, or mistakes can signal strong judgment.
4. Own your growth. Strong judgment includes knowing your limits. If you’re unsure, don’t fake it—flag it. Partners trust associates who are honest about what they know and who consistently level up.
5. Protect your reputation, especially among staff. How you treat paralegals, assistants, and court clerks reflects your judgment. Word travels fast. Be the associate known for humility, reliability, and composure.

Over time, you’ll get opportunities to weigh in on more complex matters. But long before that, your daily choices will show that you’re someone others can trust—even when no one’s watching. Rebekah Thomas, Partner and Shareholder, SNR Law Group, PC

In a collaborative environment, everyone should have opportunities to weigh in on the direction of a matter. While the ultimate decision might be made by the more seasoned attorney, the perspectives offered by junior attorneys can be invaluable. Look for chances to make yourself heard. Moreover, don’t wait to be told what to do. Instead, take the time to evaluate your case in depth, formulate strategies and plans for what you think needs to be done, and take those to your supervisors. Even if they do not agree with all of your ideas, they will appreciate the initiative and thought committed to the client’s situation. Todd Friedland, Managing Shareholder California, FBFK Law

Be measured and learn when and how to say “I don’t know.” Your more senior colleagues are well aware that you don’t have all the answers and “faking it” can lead to trouble in any profession that requires malpractice insurance. So, when you don’t know the answer, say so, identify how you plan to figure out the right answer (they might have constructive feedback on your plan), say when you’ll get back to them about it (give yourself a reasonable time cushion, when possible), and then execute your plan and timely get them the right answer. Isaiah Weedn, Director of Litigation Training and Special Counsel, Sheppard, Mullin, Richter & Hampton, LLP

To earn a reputation for strong judgment, one must demonstrate strong judgment when working on client matters. The word “earn” is the key concept. Do the work and give careful consideration on how best to serve the client. Be an active listener during discussions with your more senior colleagues to ensure you understand the issues that are really in play. If you have observations and recommendations after careful consideration and thorough analysis of the issue, express your thoughts and reasons for your position either verbally or in a written memo. Do not worry if your suggested course of action is not followed or if others disagree with your conclusions. So long as it is apparent that you have done the work and have carefully considered the options, you will begin to establish your reputation. Darren Aitken, Managing Partner, Aitken*Aitken*Cohn

Excel within the areas within your control by being timely, thorough, and reliable in your work. Anticipate next steps and do your research. Ask well thought out questions but only once you have tried to figure out the answers yourself. Pay close attention to exemplary attorneys in your firm and model their behaviors. Read the Rutter Group Practice Guides for your practice area. Purchase a set for your office and keep them handy at all times. Read them and then read them again. Consult them every time you have a new issue come up. Nicole Whyte, Founding Partner, Bremer Whyte Brown & O’Meara, LLP

Q: For those of us who worry about being “overlooked” in a larger firm with many associates, what are the most effective ways to ensure we are recognized by partners?

A: Make the firm “smaller” by getting more involved in a committee or team. Find one that appeals to an area of genuine interest (because it’s hard to motivate for something “extra” that you don’t truly like/care about) and show up ready to pitch in wherever they need help. Like meeting/talking to people? The recruiting committee might be a good fit. Like volunteering/helping people? The pro bono or community service committees might be for you. Super excited about a particular, cutting-edge industry? Industry teams always need folks to help write blog posts, etc. These and other committees/teams offer an opportunity to meet and develop deeper relationships with your colleagues around a common interest. And if you do good work for the committee/team, word will spread beyond the committee/team. Isaiah Weedn, Director of Litigation Training and Special Counsel, Sheppard, Mullin, Richter & Hampton, LLP

First, let’s name it—being overlooked is a real concern, especially for associates of color in large firms. Visibility isn’t about being the loudest voice in the room; it’s about being intentional with your presence, your performance, and your positioning. Here are five practical strategies to help you stand out for the right reasons:

1. Speak up early and often—when it counts. In meetings, don’t wait to be perfect—be prepared. Share one insight, ask one thoughtful question, or summarize the key takeaway. If your voice is rarely heard, your name is rarely remembered.
2. Be the associate who follows through. You don’t have to be flashy to be indispensable. Partners notice the associate who always meets deadlines, anticipates next steps, and doesn’t need a reminder to circle back.
3. Build relationships laterally and vertically. Don’t just try to impress the “rainmakers.” Build strong connections with mid-level associates, staff, and junior partners. They can be your advocates when you’re not in the room—and your sponsors when you are.
4. Volunteer strategically. Raise your hand for things that align with your goals. Whether it’s a trial, a pitch meeting, or a firm committee—if it gets you in rooms with decision-makers or develops your brand, it’s worth your time.
5. Document your wins. Then share them. Keep a running list of your contributions—major research memos, client praise, cost-saving ideas. When it’s time for reviews or check-ins, don’t assume they remember. Remind them professionally. And a related tip: don’t underestimate internal marketing. A short email to a partner saying, “Thanks for letting me assist on X. I learned a lot and would love to support similar projects in the future,” goes a long way.

Ultimately, visibility is about consistency, courage, and connection. Show up sharp, stay engaged, and let your work—and your voice—speak for itself. Rebekah Thomas, Partner and Shareholder, SNR Law Group, PC

Visibility is key. Volunteer. Show up. Communicate (in a good way). And deliver stellar work product consistently. One partner told me: “I don’t remember who spoke the most. I remember who got it done.” Be that person. Bonus: be enthusiastic and positive. Attitude gets you in the room. Results keep you there. Kelly Galligan, Corporate Partner, Rutan & Tucker, LLP

Reliability, visibility, and relationship building. Go to every event organized by your firm, whether it’s a firm lunch function, after-work bar association event, or team-building event. Arrive early and stay late. Always be the most prepared person in the room. Network, network, network. Nicole Whyte, Founding Partner, Bremer Whyte Brown & O’Meara, LLP

Q: What do senior attorneys notice about junior attorneys that junior attorneys don’t realize they’re being judged on?

A: Reliability. Consistency. Ownership. Do you triple-check your work? Do you follow up without reminders? Do you close the loop? Partners notice that way more than you think. They want someone they can trust at 11 p.m. before a big deal closes. Be that rock. Kelly Galligan, Corporate Partner, Rutan & Tucker, LLP

The quality and timeliness of the work is primary. That is obvious. What is less obvious is showing a positive and professional demeanor during the project as well as an enthusiasm for the practice of law. Those who are enjoyable to work with rise to the top of the list when the best projects are assigned. Darren Aitken, Managing Partner, Aitken*Aitken*Cohn

Work ethic, hours kept in the office, willingness to take on projects, willingness to stay late to get the job done, willingness to do any task and just dive right in, being a team player, and just generally being a cheerful and nice person to be around. Nicole Whyte, Founding Partner, Bremer Whyte Brown & O’Meara, LLP

Q: How should a new attorney respond to a supervising attorney who presents a course of action on a matter that is contrary to what the newer attorney believes is the correct and/or ethical course of action on the matter?

A: Those are two separate questions since a potentially “incorrect” course of action is completely different than an unethical one. If one believes that a client is best served by going one route, but the senior attorney prefers a different course, that is his or her call to make. One should certainly express one’s view and the reasons for that view. One would hope that the senior attorney would listen to that position and take it into account. At the end of the day, however, the senior attorney gets to make the call.

An unethical course of conduct, is a different situation. I would first confirm that the suggested course is indeed unethical as per the California Rules of Professional Conduct through further study or a call to the bar’s ethics hotline. If it is truly unethical, I would seek counsel from a trusted advisor, either within the firm or elsewhere. What one ultimately should do depends on the severity of the action. For example, if client funds are being misappropriated, that needs to be reported immediately to the California Bar. Other infractions might allow a different course. Darren Aitken, Managing Partner, Aitken*Aitken*Cohn

First, make sure you fully understand the supervising attorney’s reasoning. If you still have concerns, raise your concerns privately, factually, and calmly with your supervising attorney. Use language that invites dialogue: “I have a concern about this approach—it may raise an ethical issue under Rule X.” If you still have concerns that remain unresolved, follow the firm’s internal procedures and/or seek confidential guidance from a bar ethics hotline attorney. Nicole Whyte, Founding Partner, Bremer Whyte Brown & O’Meara, LLP

Q: When you realize that you have made a mistake, how should you approach remedying the mistake with your supervising attorney, team, and client?

A: At FBFK Law, one of our fundamentals is to “practice blameless problem-solving.” Look, mistakes happen. Instead of blaming one another for the mistake, let’s work together to solve the problem created by the mistake. Rarely are solutions out of reach. The first step, though, is the mea culpa alerting the supervising attorney who can then address the matter with the client. Next is to work together on a solution. Finally, if the mistake occurred due to a breakdown in process, suggest ways such mistakes can be avoided in the future. Todd Friedland. Managing Shareholder California, FBFK Law

Immediately. Calmly. Honestly. Say: “I need to flag something I just discovered. Here’s what happened, here’s the impact, and here are a few solutions I’ve thought of to fix it.” Everyone makes mistakes. What separates the pros is how quickly and responsibly they own and solve them. You’ll gain respect, not lose it. Kelly Galligan, Corporate Partner, Rutan & Tucker, LLP

Take ownership of the mistake immediately and find a solution. Leadership is all about accepting responsibility and figuring out the solution. Almost all mistakes can be fixed, but it must be done immediately, as soon as the mistake is discovered. And remember no matter how bad the mistake, honesty with everyone—your supervising attorney, the client, the court, and opposing counsel—is always the best policy. The cover-up is worse than the crime—just ask Martha Stewart! Nicole Whyte, Founding Partner, Bremer Whyte Brown & O’Meara, LLP

Q: If you could sit down with your younger self on their first day as an attorney, what’s the one mindset shift you’d try to instill in your younger self immediately?

A: I would tell my younger self to shift from a mindset of feeling the need to be perfect all the time, to a growth mindset. You don’t have to know everything on day one. What matters most is being humble, being curious, and having a willingness to take on multiple tasks and learn as much as possible. Excellence is about consistently showing up, improving incrementally, and building trust over time. You may make mistakes occasionally, but as long as you show grit and resilience, you will succeed. Nicole Whyte, Founding Partner, Bremer Whyte Brown & O’Meara, LLP

Other people you encounter on the job—peers, more senior colleagues, opposing counsel, clients, judges—are thinking about you less than you’re thinking about you. This may seem like an obvious point, but it’s particularly helpful to keep in mind when you’re feeling overwhelmed, incompetent, or otherwise less-than-great about yourself. Dwelling on what you imagine others are thinking about you is a good way to get caught in a shame spiral. You can’t change the past and you can’t control what other people think. The best you can do is control how you prepare, show up, learn, and grow. Isaiah Weedn, Director of Litigation Training and Special Counsel, Sheppard, Mullin, Richter & Hampton, LLP

Be curious and be open to trying different areas of practice. Work hard and do not shortchange the clients or yourselves. Decide what kind of lawyer you want to be and work toward that. Give careful consideration about what kind of matters you enjoy and focus on those. Remember it is a marathon, not a sprint, and be mindful of opportunities since there are many professional uses for a law degree beyond the actual practice of law. Darren Aitken, Managing Partner, Aitken*Aitken*Cohn

I would tell her this: You are not behind—you are being built differently. When I started, I didn’t have a roadmap. I wasn’t in a training program with clearly defined steps. I didn’t have a partner grooming me, or a “how-to” manual on firm culture. I was a young Black woman, a new mom, and a community advocate who was trying to make it all work in small firms and public interest jobs where you learn by doing—or not at all.

And for a long time, I carried this quiet belief that I was somehow “behind.” Behind my classmates at big firms. Behind the attorneys with formal mentors. Behind the people who didn’t have to race from daycare pickup to client meetings. But I wasn’t behind—I was gaining grit. I was developing instinct. I was learning to lead without permission. That’s the mindset shift I wish I had embraced from day one.

So, I’d say to her: You belong in every room you step into, whether someone holds the door open for you or you have to push it yourself. The work you’re doing now—figuring it out, showing up, building community while building a career—is shaping a lawyer who won’t fold under pressure and who will one day be the mentor, the rainmaker, and the example she once searched for. You are not behind; you are being refined. Rebekah Thomas, Partner and Shareholder, SNR Law Group, PC

Dear Counsel is an occasional advice column where seasoned attorneys are asked to respond to questions from associates. Please email questions to Nasser Khateeb (OCBA Young Lawyers Division’s Community Outreach Committee Co-Chair) at nkhateeb@umbergzipser.com for possible inclusion in a future column. By submitting a question, you release copyright claims and consent to editing the question for brevity or clarity. The OCL Editorial Advisory Committee has sole discretion over which questions to feature in a future issue. Responses are personal opinions, and are offered as such; no legal advice shall be construed from any such column.