It’s been an amazing year here at Above the Law. We have more readers than ever before. We have more straight white males writing for us than ever before. We’ve received more direct death threats from law deans and law professors than ever before (maybe that’s just me). And it’s all thanks to you, our loyal readers who are looking at this post on Facebook and thinking “I don’t want to “like” this and let my friends know I actually read this website.”
Let’s have a party. We’ve got money, non-denominational yuletide cheer, and an open bar. We got sponsors: Prestige Legal Search and Superior Discovery, which means we’re literally having a PRESTIGE holiday party that will be SUPERIOR to all others.
Here are the pertinent details:
Thursday, Dec 5th
7:00 p.m. -10:00 p.m. at Dewey’s Flatiron in New York, NY
OPEN BAR for ALL THREE HOURS
Do I really have to sell this more? We’ve got the entire mezzanine section of Dewey’s Flatiron. We’ll be doing specialty drinks again for each editor. And everybody’s invited… except you. You know who you are. Don’t you dare come.
Ed. note: The Aspiring Lateral, a new series from Levenfeld Pearlstein, will analyze a variety of issues surrounding lateral moves, drawing on the firm’s experience in the lateral market as well as the individual experiences of LP attorneys. Today’s post is written by Brian Kozminski, a partner in LP’s Real Estate practice.
For those thinking about switching firms, one of the most important things to consider about any prospective new firm is the way in which it is managed. Preferably efficiently, transparently, and in a business-like manner. But because you are in the legal profession, that is likely not the case. Sound harsh? Let me explain.
In order to understand how fully stacked the decks are against good management in law firms, it’s instructive to step back and compare how management choices are made in law firms with other industries.
If you owned a restaurant, for instance, you probably would not assume that your best chef would also make the best restaurant manager. If you owned a movie studio, you probably would not assume that your best director would also make the best CFO. If you owned a basketball team, you probably would not assume that a great point guard would also make a great coach and president of your team. (Or you would, then regret it later.)
The restaurant, movie studio, and basketball team owners (with the exception of the Knicks) understand that the skills of their top producers — however impressive — are not necessarily transferable to executive positions. Law firms are only learning this lesson now. Following a historic practice that continues to this day, many firms are run by the lawyers with the biggest books of business.
It does not go too far to call this practice absurd. Certainly, yes, at any law firm it makes sense to place lawyers in the leadership positions of, for instance, managing partner and chairman. And there may be some overlap between the qualities needed to succeed in those positions — charisma being one — and those helpful in becoming a rainmaker. But to ask those lawyers to also make the trains run on time — to administer the business operations of the firm — is courting disaster, for any number of reasons…
Ed. note: This is the latest installment in a series of posts on lateral partner moves from Lateral Link’s team of expert contributors. Today’s post is written by Michael Allen, the Managing Principal of Lateral Link, who focuses exclusively on partner placements with Am Law 200 clients.
Merger season has arrived, yielding a fruitful harvest of potentially enormous mergers between Patton Boggs and Locke Lord and between Pillsbury and Orrick. Perhaps the most interesting aspect of these mergers is the potentially “super” practice groups these mergers will make.
Patton Boggs has recently undergone a period of mild strife, as we detailed several months ago. Though they lost a significant number of energy and environmental attorneys after the fallout of the Chevron litigation, this merger with Locke Lord could be effective not only as a stopgap, but could also vastly strengthen each firm’s energy department….
Did a bunch of bad law schools hire Sterling Cooper to handle their marketing? Name changes are the go-to move for the titular ad agency in Mad Men. But here in real life, it seems like law schools are more interested in changing their name than changing their product.
We discussed Thomas Cooley Law School’s name change to the “Western Michigan University Thomas M. Cooley Law School.” As the internet has caught onto the business model of Cooley, the administration figured that associating themselves with a larger university would throw people off the scent.
Evidently, the Infilaw-owned Phoenix Law School couldn’t find a research university dumb enough to allow its name to be sullied by association with a low-end law school. So Phoenix Law just made something up…
Pop quiz, hotshot: Can you identify your law school logo on sight? Can you describe it blind? The answer is probably yes, because law schools emblazon everything from your first acceptance letter to the most recent letter you got begging for money with their logo.
It’s a critical part of law school branding. Long-established schools are rocking heraldic shields to convey gravitas. Schools interested in a more modern edge employ slimmed-down, Apple-style minimalist symbols. Either way, a lot of time and effort goes into creating and packaging the logo to sell the school.
On the other hand, a school trying to desperately attract more students to pay tens of thousands of dollars a year could post an open job listing online for a graphic designer to make them a logo for a whopping $50. Fifty bucks won’t get you much in 2013.
Ed. note: The Aspiring Lateral, a new series from Levenfeld Pearlstein, will analyze a variety of issues surrounding lateral moves, drawing on the firm’s experience in the lateral market as well as the individual experiences of LP attorneys. Today’s post is written by Laura Friedel, a partner in LP’s Labor & Employment practice.
In this column, we’ve been talking about the process of making a lateral move. Everyone knows the major stages of that process: deciding to check out lateral opportunities, evaluating potential new firms, interviewing with those firms, and, eventually, accepting an offer. That’s it. For lateral candidates, landing at a new firm is the endgame, right? Wrong.
The lateral journey does not end when you place the potted plant and picture of your family on your new desk. In a very real way, that’s just when the lateral journey starts. Beginning on their first day with a new firm, laterals who want to be successful need to make a concerted push to win over their new colleagues, one that involves a lot of hard work and time spent getting to know partners.
This may seem a little unfair. After all, by the time a lateral begins working at a new firm, she has been thoroughly vetted, the finances of her practice have been closely examined, and she’s on a first-name basis with several maître d’s due to those never-ending interview lunches. At which point, the lateral may feel an understandable — but mistaken — certainty that upon her arrival, her new partners will be leaping over themselves to herald her arrival and shower her with work…
The holiday season is upon us, and yet again, you have no idea what to get for the fickle lawyer in your life. We’re here to help. Even if your bonus check hasn’t arrived yet, any one of the gifts we’ve highlighted here could be a worthy substitute until your employer decides to make it rain.
We’ve got an eclectic selection for you to choose from, so settle in by that stack of documents yet to be reviewed and dig in…
Ed. note: The Asia Chronicles column is authored by Kinney Recruiting. Kinney has made more placements of U.S. associates, counsels and partners in Asia than any other recruiting firm in each of the past six years. You can reach them by email: firstname.lastname@example.org.
We currently have a very exciting and rare type of in-house opening in China at one of the world’s leading internet and social media companies. Our client is looking for an IP Transactional / TMT / Licensing attorney with 2 to 6 years experience. The new hire will be based in Shenzhen or Shanghai. Mandarin is not required (deal documentation will be in English) but is preferred. A solid reason to be in China and a commitment to that market is required of course. This new hire will likely be US qualified (but could also be qualified in UK or other jurisdictions) and with experience and training at a top law firm’s IP transactional / TMT practice and could be currently at a law firm or in-house. Qualified candidates currently Asia based, Europe based or US based will be considered. The new hire’s supervisors in this technology transactions in-house team are very well regarded US trained IP transactional lawyers, with substantial experience at Silicon Valley firms. The culture and atmosphere in this in-house group and the company in general is entrepreneurial, team oriented, and the work is cutting edge, even for a cutting edge industry. The upside of being in an important strategic in-house position in this fast growing and world leading internet company is of the “sky is the limit” variety. Its a very exciting place to be in China for a rising IP transactional lawyer in our opinion, for many reasons beyond the basic info we can share here in this ad / post. This is a special A+ opportunity.
If your firm is in ‘go’ mode when it comes to recruiting lateral partners with loyal clients, then take this quiz to see how well you measure up. Keep track of your ‘yes’ and ‘no’ responses.
1. Does your firm have a clearly defined strategy of practice groups that are priorities of growth for your office? Nothing gets done by random chance, but with a clear vision for the future. Identify the top practice areas for which you wish to add lateral partners. Seek input from practice group leaders and get specifics on needs, outcomes, and ideal target profiles.
2. In addition to clarifying your firm’s growth strategy, are you still open to the hire of a partner outside of your plan? I’ve made several placements that fit this category. The partner’s practice was not within the strategic growth plan of my client, but once the two parties started talking with each other, we all saw how it could indeed be a seamless fit. Be open to “Opportunistic Hires.” You never know where your next producing partner might come from, so you have to be open to it. I will be the first to admit that there is a quirky element of randomness in recruiting.
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