Jerks Welcome. Partners Weigh in on Firms Who Tolerate Jerks

“We don’t tolerate jerks.” It’s practically boilerplate – part of every onboarding, recruiting pitch, and partner meeting.

What is the reality?

Have law firms quelled bad behavior or has it gone stealth? As law firms face unprecedented cultural shift, the great lateral rotation, and deeply dividing political head winds – the jerk factor quickly moves front and center as sensitivities run high.

BTI surveyed more than 1,000 attorneys to find out. The results might make a few squirm. They look like this:

• • My firm absolutely tolerates jerks and bad behavior:   22.14%
  • Kind of tolerates jerks and bad behavior:                        31.14%
  • Occasionally tolerates jerks and bad behavior:              19.70%
  • No tolerance for jerks and bad behavior:                        27.05%

Fully 72.98% of attorneys say jerks get a pass at their firm. It fractures trust between partners and demoralizes associates. And – make no mistake – these behaviors find their way to clients.

We found 4 major impacts on firms:

“Kind of” is the danger zone.

The 31.14% who say their firm kind of tolerates bad behavior create a cultural gray area – where accountability is inconsistent. Toxicity festers just under the surface. It’s the breeding ground for morale drain and silent attrition.

Culture is fragile during flux

With lateral movement at an all-time high and firms navigating generational divides and political tension, cultural cohesion is more vulnerable than ever. A single jerk can fracture teams and drive exits fast.

Silence signals sanction

Nearly 1 in 4 attorneys say their firm absolutely tolerates jerks. This is nothing short of perceived permission. And it corrodes trust from the inside out.

 Zero tolerance isn’t the majority

Only 27.05% of firms have earned the “no jerks allowed” badge, according to their own attorneys. It’s a business development liability. Clients notice. Top talent notices. And you will never sell multiple services to their clients.

Firms can eliminate the jerk factor by engaging in the following:

Coach and Advise

Provide an independent behavioral coach. Some jerks don’t know they are jerks – and no one wants to tell them. A large number of jerks are coachable – and can create the positive energy every firm needs.

Add it to Annual Reviews

Include key behaviors for both firm and self-evaluation. Add a quantitative component so you can easily track it.

Train Leaders to Intervene – Not Avoid

Teach leaders how to spot stealth jerks and have hard conversations. Most bad behavior lingers because leaders lack the skill – or courage – to call it out early.

Tie Culture to Compensation

Create a path to build cultural leadership as a factor in comp decisions and advancement. If someone builds a high-performing, jerk-free team – reward them like they just landed an amazing client.

The reality? Every firm has jerks. The best firms don’t let them stay jerks. Or they don’t let them stay – period.