Ed. note: This is the eighth installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, Alison Monahan demystifies the law school exam.
The secret to doing well on law school exams is actually pretty simple: Deconstruct what you’re being asked to do, and then relentlessly focus on learning how to do it well.
No problem, right? So why does law school have such a ferocious reputation?
1. Everything’s graded on a curve. Even if you do well, someone else might do better. You’re competing against all of your very smart and accomplished classmates, not just displaying your personal knowledge.
2. The pedagogy is weird. Unlike most undergrad classes, law professors won’t spoon-feed you what you need to know. You essentially have to teach yourself, and what you discuss in class often bears little resemblance to what you’re expected to do on the exam.
3. You don’t get any practice. Most law school classes only have one exam, so you don’t get the chance to practice before game time. There’s a lot of pressure, and not everyone can handle it.
Ed. note: This is the seventh installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, we have some great advice for newly minted attorneys from Joshua Stein, the principal of Joshua Stein PLLC, a prominent commercial real estate law practice in Manhattan.
When you start out in any professional career, you will probably soon have someone to help you do your job, such as a paralegal, a secretary, or other assistant. Having that assistant can make your life easier, and help you do a better job — especially if you know how best to work with your new assistant. Here are some suggestions for working with any assistant, but particularly a secretary or a paralegal. Many but not all of these suggestions also apply to working with junior associates or other professionals who report to you.
A. Clear Instructions.
Your assistant doesn’t know what’s in your head. You have to tell them, at least until you’ve worked together long enough that your assistant develops a good sense of what you need done and how you like it done. Until that happens, make your instructions as clear as possible. Think about where things might go wrong, where your instructions might get misinterpreted. What steps did you forget to mention? Prevent problems by foreseeing them. Even if you can legitimately say the problem was “someone else’s fault,” it’s better if you can prevent the problem through foresight and by taking even more care than you might strictly think necessary. And make sure you define the project you want your assistant to complete. Don’t leave them guessing. What exactly do you expect them to accomplish, beyond “please take care of this”? What’s the “deliverable”?
Around here, one can’t mention the concept of something being “overrated” without reference to one of the weirdest and most enduring ATL comment memes, a play on the late, great Hitch’s assertion that the four most overrated things in life are “champagne, lobster, anal sex, and picnics.” So who are the, um, lobsters of Biglaw?
Last week, we had a look at what our audience considered to be the most underrated Biglaw firms, by practice area. Today, inevitably, we turn it around and have a look at what you’re telling us are the most overrated firms.
Among other things, our ATL Insider Survey asks attorneys to nominate firms with overrated practices within the respondent’s own practice specialty. Litigators nominate litigation departments, etc.
To be sure, these survey results need to be taken with some buckets of salt — we realize that, for some, answering this question might be a chance to take an easy shot at a more successful rival or competitor. Of course, there are crazy people who will tell you that such paragons as Benjamin Franklin or Tom Brady are “overrated,” but that probably says more about the person making that statement than anything else. But that said, these survey responses are a fun glimpse at which firms Biglaw attorneys think are more sizzle than steak….
Apparently also underrated? The corporate group at Cahill Gordon, according to the ATL audience. Cahill received the most mentions as having an “underrated” corporate group in our ATL Insider Survey. Biglaw has a fairly stable roster of alpha dogs in each practice category (Weil in bankruptcy, Wachtell in M&A, etc.), but we wondered which firms’ practice groups deserve more recognition. So, among other things, our survey asks attorneys to nominate firms with underrated (and overrated) practices within the respondent’s own practice specialty. Litigators nominate litigation departments, tax lawyers do the same for tax groups, and so on.
Read on and have a look at the top three underrated firms in each practice area:
Ed. note: This is the fifth installment in a new series of posts from the ATL Career Center’s team of expert contributors. Today, we have some advice, aimed at new lawyers, from Desiree Moore, an experienced Biglaw attorney and President and founder of Greenhorn Legal, LLC, on dealing with generational differences in the workplace.
These days, in almost every legal practice, practitioners range in age from 25- to 80-years-old. New lawyers are starting their careers younger and younger and attorneys are retiring later and later. As a result, there are significant generational differences between the youngest and oldest attorneys within the same legal practices and often these differences can lead to misunderstandings, frustration, and other negative consequences.
New lawyers may misunderstand what is being asked of them; older lawyers may misunderstand the information that is being communicated, or the manner in which the information is being communicated. This is generally not the most productive way for working relationships to be built or work to get done.
To date, we’ve received nearly 8,000 responses to our ATL Insider Survey. Among other things, our survey poses this question to law firm lawyers: “If you had the chance to do it all over again, would choose to work for your firm?”
Unsurprisingly, those who answer “yes” tend to highly rate their firms in such areas as compensation, culture, and training. For those that wish they could take a Mulligan when it comes to their choice of employer, the inverse is true. Here is a comparison of ratings scores (on a scale of 1-10) for the various aspects of law firm life, broken out by responses to the “Mulligan” question:
Culture and Colleagues
Hardly counterintuitive stuff, we know, but it allows us to use the “Mulligan” response as a proxy for overall happiness/satisfaction, as it’s so broadly predictive of the nature of the individual’s assessment of his firm.
Back in April, we shared our survey findings showing that Davis Polk was the top firm when it came to morale (to date, this holds true.) Today, we look at whether there are notable differences regarding satisfaction based on practice area. If we slice our survey data by practice, we find that there certainly are. So after the jump, let’s look at how practice groups stack up against one another in terms of the happiness of its practitioners….
Ed. note: This is the fourth installment in a new series of posts from the ATL Career Center’s team of expert contributors. Today, we have some great advice for newly minted attorneys from Joshua Stein, the principal of Joshua Stein PLLC, a prominent commercial real estate law practice in Manhattan.
It’s your first year as a new lawyer. What do you need to know? How can you not screw it up? Here are some suggestions, based on more than 30 years of experience — as an associate at two firms, then a brief time as an associate at a third firm, followed by 20+ years as a partner at that third firm. These suggestions reflect my own experiences, lessons learned along the way, and what I’ve seen and heard from others. Nothing here applies specifically or uniquely to any firm where I worked.
It’s a Business. As much as we might all want law firms to be kind and gentle, remember that client demands are not kind and gentle. Also remember that a firm’s profitability — the ultimate main event — depends on buying a lot of legal expertise wholesale, converting it into as many hours of billable legal work as possible, then selling those hours at retail. That isn’t going to go away. Get used to it. That’s the business you’re in. If you don’t want to be in it, go find some other business to be in.
According to NALP, the volume of 2011 lateral hiring was up by nearly 50 percent compared with 2010, with associates accounting for almost three-quarters of the lateral traffic. Obviously, the data is not in for this year, but according to one veteran headhunter we spoke with, the revived lateral attorney market has continued through 2012. Admittedly, this trend is not a bright spot if one believes that a fast-flowing lateral market is a key ingredient in the recipe for more Deweys. But at the very least, we are in a better environment for those looking to make a lateral move.
Unlike much of the labor marketplace, legal recruitment generally has not migrated online. In the large firm context, would-be lateral attorneys continue to require the specialized knowledge and carefully cultivated relationships of the legal recruiter. Today, the ATL Career Center launches its Practicing Lawyers section, which features a Recruiter Directory, a new resource for those of you looking for greener pastures. After the jump, check out the founding members of the Directory….
Ed. note: This is the second installment in a new series of posts from the ATL Career Center’s team of expert contributors. Today, for the benefit of those frantic 0Ls in the homestretch of studying for the LSAT, we have some advice from the experts at Blueprint Test Preparation on untangling the knots of a Logical Reasoning question.
Over the years, there have been thousands of Logical Reasoning questions on the LSAT. This might seem daunting as you begin to learn the techniques to approach these types of questions, but much like shopping for the perfect summer shoe, it becomes clear that individuals can be grouped into categories. Once you begin to differentiate wedges from flats from strappy sandals, you can develop strategies for approaching whole groups rather than individuals. (Hopefully this analogy is still understandable for those of the male, non-shoe-shopping persuasion).
The same principle can be applied to the LSAT, where questions can be grouped into larger categories. Once you learn to recognize a particular question type, you can learn the best way to approach it, as well as any future questions of the same ilk.
Ed. note: This is the first installment in a new series of posts from the ATL Career Center’s team of expert contributors. Today, for the benefit of newly arrived (or soon-to-arrive) first-year associates, we have some advice from Ross Guberman on writing for the toughest audience they’ll ever face.
With the help of many clients, I recently surveyed thousands of law-firm partners about the writing skills they want to see associates develop.
Across the country and across practice areas, partners agree on what they’d like to change about associate drafts. I’ve organized their responses according to my Four Steps to Standout Legal Writing. I’ve also included a fifth category that covers usage and mechanics.
A few sample responses follow.
Step One: Concision
Partners say they spend too much time cutting clutter and other distractions from associate drafts. Anything that interrupts the message — wordy phrases, jargon, legalese, redundancy, blather, hyperbole — is a candidate for the chopping block.
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 seven years. You can reach them by email: email@example.com.
Please note that Evan Jowers and Robert Kinney are still in Hong Kong and will stay FOR THE REMAINDER OF THIS WEEK. We still have a handful of available slots for meetings with our Asia Chronicles fans. If we have not been in touch lately, reach out and let us know when we could meet! There is no need for an agenda at all. Most of our in-person meetings on these trips are with folks who understand that improving a legal practice through lateral hiring is an information-driven process that takes time to handle correctly.
Regarding trends in lateral US associate hiring in Hong Kong, we of course keep much of what we know off of this blog. Based on placement revenue, though, Kinney is having one of our most successful years ever in Asia. We are helping a number of our law firm clients with M&A, fund formation, cap markets, project finance, FCPA and disputes openings. These are very specific needs in many cases, so a conversation with us before jumping in may be helpful. As always, we like to be sure to get the maximum number of interviews per submission, using a well-informed, highly targeted, and selective approach, taking into account short, medium and long-term career aims.
Making a well informed decision during a job search is easier said than done – the information we provide comes from 10 years of being the market leader in US attorney placements at the top tier firms in Asia. There is no substitute for having known a hiring partner since he/she was an associate or for having helped a partner grow his or her practice from zip to zooming, and this is happily where we stand today – with years of background information on just about every relevant person in all the markets we serve, and most especially in Hong Kong/China/Greater Asia. So get in touch and get a download from us this week if we can fit it in, or soon in any case!
The legal industry is being disrupted at every level by technological advances. While legal tech entrepreneurs and innovators are racing to create a more efficient and productive future, there is widespread indifference on the part of attorneys toward these emerging technologies.
When the LexisNexis Cloud Technology Survey results were reported earlier this year, it showed that attorneys were starting to peer less skeptically into the future, and slowly but surely leaning more toward all the benefits the law cloud has to offer.
Because let’s face it, plenty of attorneys are perhaps a bit too comfortable with their “system” of practice management, which may or may not include neon highlighters, sticky notes, dog-eared file folders, and a word processing program that was last updated when the term “raise the roof” was still de rigueur.