Ed. note: This is the latest installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, in the first of a two-part series, Joshua Stein gives some practical advice on how manage your workflow.
As your work piles up, you will often feel as if you can’t possibly finish it. Each project seems overwhelming when you think about it in the abstract. And as soon as you start work on a new project, and figure out what it will actually require, it can become even more overwhelming.
This article and its sequel share a few techniques I use to help gain some control over my workflow. Few of these ideas are original, but I’ve included my own variations and suggestions.
A. Managing Everything. You will feel less overwhelmed if you protect yourself from feeling physically overwhelmed by the projects on your plate. For example, don’t cover your desk with piles of active tasks. For each active task, collect the various pieces of paper in a folder. Put all your folders away. Keep a “to-do” list of all your active tasks — every one of them — without writing other reminders to yourself anywhere else. Your to-do list should include everything. My own to-do list consists of a Word document with three columns: client work; other work; and personal projects. First priority tasks go to the top of each list. Some people use Outlook or even dedicated software. In any case, keep track of what you need to do and your priorities in a way that you don’t unintentionally leave anything behind. You should, however, also stay flexible in reordering and adjusting the list as you go. Regardless of format, a to-do list will help you feel more in control of your agenda, inviting you to set priorities and take each job one at a time. It’s far better than living with a chaotic physical mess that constantly taunts you about what you haven’t done….
Ed. note: This is the tenth installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, in the first of a two-part series, Casey Berman gives some practical advice to attorneys considering a corporate in-house counsel position.
For many lawyers looking to leave the law firm or explore other legal careers, in-house counsel often arises as a favorite option. Some of these attorneys want to be happy in their job. Others want a job that is anywhere but the firm. Others like the idea of fewer hours and a flexible schedule. And still others are attracted to expanding their responsibilities and broadening their business exposure.
This article explores just what it takes to be an in-house attorney, the expectations and demands of the role, and the potential career paths. While these positions are often coveted and hard to get, it takes critical analysis (of one’s personal skills and the job’s duties) to ensure that this role could be the answer to an attorney’s job hunting prayers.
Ed. note: This is the ninth installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, Desiree Moore gives some practical advice to new associates on delivering work product to their supervising attorneys.
As a new lawyer, you will be expected to deliver assignments in a variety of ways. For example, you may be asked to do an oral presentation of the results of your assigned research, provide a “marked up” copy of a case or statute or contract for the assigning attorney, or create written work product. In all instances, be sure you are clear at the outset when you receive the assignment as to how you will be expected to deliver it. Listen carefully, take notes, and be sure to remit your work exactly as expected.
Where an assignment calls for written work product, think carefully about how you will deliver it. The ideal method of delivery is to hand a hard copy of the assignment to the assigning attorney in person, and offer to follow up with an electronic copy of the assignment for his or her files.
However, if you are unable to connect with the assigning attorney in person, as is often the case, follow these five steps to ensure he or she receives the assignment in a manner that is both convenient and helpful.
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”?
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.
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….
Ms. JD is hosting their 2nd annual cocktail benefit to raise money for the Global Education Fund. The event will be held on August 21, 2014 at 111 Minna in San Francisco. Our goal is to raise $20,000 to fund the legal educations of four dedicated law students in Uganda who count on our support to continue their studies at Makerere University during the 2014-15 academic year.
The Global Education Fund enable womens in developing countries to pursue legal educations who otherwise would not have access to further education. According to the World Bank, investment in education for girls has one of the highest rates of return to promote development. In Uganda, more than 45% of women over the age of 25 have no schooling at all, and men are more than twice as likely as women to have access to higher education. Together, we can work to end educational inequality. For more information about the program, please visit http://ms-jd.org/programs/global-education-fund/
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: firstname.lastname@example.org.
We at Kinney Asia have made a number of FCPA / White Collar US associate placements in Hong Kong / China thus far in 2014. Most of such placements have been commercial litigation associates from major US markets, fluent in Mandarin, switching to FCPA / White Collar litigation. Some have already had FCPA experience, but those are difficult candidates for firms to find (this will change in coming years as US firms are now promoting FCPA / White Collar to their 2L summers who are fluent in Mandarin and have an interest in transferring to China at some point).
Legal Week quoted Kinney’s Head of Asia, Evan Jowers, extensively in the following relevant article here.
There is a new trend in the market, though, where mid-level transactional US associates, fluent in spoken Mandarin and written Chinese, are interviewing for and in some cases landing junior FCPA / White Collar spots in Hong Kong / China at very top tier US firms.
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.