(Reuters) - When Jennifer Bluestein started as a law firm associate, she felt lost. She didn't have any lawyers in her family, and she said she didn't know what was expected of her.

Now, more than 20 years later, she's an expert in career development, as the chief talent officer of Perkins Coie and the author of "Stepping It Up: A Guide for Mid-Level Law Firm Associates." The book, which includes advice from several legal professionals, is the second in a series Bluestein launched to give associates the guide map she wishes she'd had.

Bluestein recently spoke with Reuters about the book and her advice for lawyers in their third to sixth year at a law firm. This interview has been edited for clarity and length.

REUTERS: Why write for mid-level associates?

BLUESTEIN: That's where we really lose people in the profession, to doing something else or going in-house.

REUTERS: How does the book address associates going in-house?

BLUESTEIN: We have a chapter on that. The key is to talk to a lot of people, to get a sense of what going in-house looks like. Because there are a lot of attorneys who look at going in-house as 'I can get away from the billable hour' and the expectation to develop clients. But there are different pressures in-house.

REUTERS: What are the top concerns you hear from mid-level associates?

BLUESTEIN: One is, 'Do I want this life? I'm looking at the partners, and I don't want to look like that.' Sometimes that is a misperception. If they have conversations with partners, they find out the partners are perfectly happy. The other thing is, 'Is there a place for me as a diverse or female associate in this firm?' I hear that less now than I did 10 years ago. And I would say the third concern is boredom.

REUTERS: How much are the solutions to those concerns within the associate's control vs. something the firm needs to address?

BLUESTEIN: If we're a solid employer, we're going to anticipate those concerns and address them in a meaningful way. We also expect mid-level [associates] to really think about what they want, what they can do better, what questions they have, what they need.

REUTERS: For associates who want to stay and progress in the firm, what advice do you have?

BLUESTEIN: Understand what the expectations are from partners. When I've talked to partners about mid-levels underperforming, it almost always came down to their ability to run a deal. Or not being that strategic right hand. They were expected to transition into that role, to be able to say, 'Here's what I've outlined for our next steps. And here are the timeframes for us to do that.'

REUTERS: How can mid-level associates make sure they know what's expected of them?

BLUESTEIN: Asking, 'This is what I had in mind, do you trust me to do that? Or do you want me to consult with you? Do you want to be on every call with the client? Or do you want me to update you afterwards?' That is the very first step to understanding, because some people have different management styles.

REUTERS: How has communication changed for associates in the pandemic?

BLUESTEIN: Early on, associates were more hesitant to be on video. I talked to associates and a lot of them said, 'I don't have a designated office. I'm in the middle of my living room, my kids are in the background.' We said, 'You can use these virtual backgrounds.' To impress that the video portion of meetings, that nonverbal communication, is important.

REUTERS: Your book also discusses mental health. How can mid-level associates stay well while impressing partners?

BLUESTEIN: One of the things I suggest to people is to take time off. Also, to have separation. And to respect boundaries. We encourage people to use out of office, to say, 'I am going to take some time for myself.'

REUTERS: How can associates make sure that won't hurt their career?

BLUESTEIN: It's a question of saying, 'I'm trying to take some time in the evenings, or in the afternoons, I'm helping my kids with their e-learning.' To say, 'If I don't get back to your email right away, and you need me, please text my phone.' Some partners are like, 'Why should I have to do that?' We talk them through to understand, those associates now have two jobs. When partners are getting that message from the managing partner, there's a reminder that we've got to be very understanding.