Last week, I wrote about the ACC Annual Meeting. A highlight of that meeting was an interview with Lauren Stevens, linked here. The clip is over an hour long, with the interview starting around eleven minutes in; I can see the tl;dw comments now. Let me give you a summary.
This is a case of an in-house counsel getting prosecuted, twice, for doing her job. We are tasked with protecting our companies zealously. Just like any outside lawyer. And you know what, sometimes we’re the windshield, but most times we’re the bug, to paraphrase Mark Knopfler. This isn’t a fluff piece, it’s a column about stuff getting real, and what can happen to a gatekeeper simply doing her job….
* If your fraternity has to hire a lawyer to hold a press conference to deny allegations of butt-chugging, and an extraordinarily uncomfortable video of the press conference makes its way online… you’re probably up s**t’s creek without a wine bottle paddle. [Outkick the Coverage]
* There’s no crying in baseball, and, in other creepily homoerotic collegiate news, there shall be no drunken teabagging in college football, either. [New Orleans Times-Picayune]
This column was written in the middle of a swamp in Central Florida. Yes, I speak of Orlando, and specifically, the 47 square miles of property belonging to the Disney Corporation. I am attending the Annual Meeting of the Association of Corporate Counsel, but all my kids know is that Dad disappears for a while each day while they ride, eat, play, swim, etc., to their hearts’ content. I have written before of my membership in ACC and the benefits that I have enjoyed in my five plus years as a member. This week, Lat asked me to report in from the conference, and I was happy to oblige.
As an in-house attorney, there are numerous organizations seeking your membership. Depending on your specialty, there are national and even global organizations to join. However, if your company is like mine, and will cover the cost of a state bar membership and one association, the one to join that is truly comprehensive in scope and resources is ACC….
[L]aw schools are questioning whether or not they are teaching students the right way, and it seems to me that the bench and the bar can engage in serious discussions with the law schools to advise them whether or not, say for the next 20 years… they have the proper approach for teaching those who will soon be the trustees of the law as active practitioners. That is urgent.
This past week, I was in Chicago for a national conference of professional responsibility lawyers. We usually meet in the same city and at the same time as the ABA, as we have many dual members (no, not at the same time as ABA toy tech show — I’m talking about the ABA meetings where real lawyers discuss law and policy). So although I don’t attend the ABA meetings, those that do come over to our conference and vice versa.
One of the benefits of attending national (real) lawyer conferences as a small-firm lawyer with a real practice (not the social media conferences where broke and unemployed non-practicing lawyers hang out in the vendor hall), is that besides learning something, you have the ability to network and develop relationships that may turn into referrals. I hear lawyers talk about not going to conferences because of the cost. The cost, including transportation, hotel, and conference tuition should usually be no more than $1,000-$1,500. If investing that amount of money in your firm is not worth it, then you are doomed to be nothing. Stop reading now and go work on your internet presence….
Even people inside the Ivory Tower can tell that legal education needs serious reform.
I just got back from the International Legal Ethics Conference in Banff, Alberta. I feel like I literally just got back, since WestJet made an atrocious decision to detour a direct Calgary to Newark flight — full of people who had already cleared U.S. Customs — to Toronto, where we were trapped on the tarmac for six hours.
In any event, the ILEC conference was full of law professors from just about everywhere. I enjoyed many discussions about how the next generation of lawyers are being trained. I’m happy to report that a lot of the professors I talked to understood that one of the big problems facing American law students is the out-of-control cost of legal education. And I spoke to many American professors who understood that high professorial salaries are partially responsible for the runaway cost of tuition. There were lots of innovative ideas about how to make legal education cheaper for students, and more useful for clients.
Unfortunately, while there are many great ideas out there, the 800-pound gorilla is the restrictive American Bar Association, and it didn’t even have to bother being in the room for everybody to feel its weight. The ABA is perhaps the only organization in the world that doesn’t understand that the American legal education system is horribly flawed.
If the ABA could get a clue, there are a lot of people willing to go into the laboratory and experiment with new ideas. I was at ILEC on a panel about whether or not law should be an undergraduate degree. It wouldn’t be my first choice, but the ABA needs to realize that almost anything is better than the current system.
You don’t have to listen to me, you can listen to the New York Times….
It is a part of our circuit. We wish people would pay attention to that. It’s more often held elsewhere than it’s held in Hawaii. It’s often held in California. There’s a great concentration of judges and attorneys in California.
If you’re like me, you’re happily ensconced (hmm, where have I seen that before…?) in your company’s diversity and inclusion efforts. Your company may have a Diversity Committee in place and may have implemented diverse hiring and retention practices. They may hold trainings and events intended to promote awareness. Your legal department may even encourage outside counsel to staff minority and women attorneys on matters. All good stuff.
What else is there? Last week, I attended a day-long regional meeting for a fantastic nonprofit diversity organization. Although the fees to attend their conferences and meetings (which include CLE) are hundreds of dollars, in-house counsel get to attend them for free. You just need to pay a $59 shipping and handling fee. Wait, scratch that last part. (Been watching way too many infomercials lately.)
So, which organization was this, and what great tips did I leave with on how in-house counsel can further their companies’ diversity initiatives?
If there was ever a place where your self-esteem could be crushed just by stepping into an airport, Los Angeles is it. Being a New Yorker, I had the high-minded misconception that New York was the mecca of beautiful people, especially in summer. Wrong. I’ll end this tangent with the statement that I saw more perfectly tanned, toned, muscular, and ridiculously in shape people in the 15 minutes it took me to walk to baggage claim in LAX, than I have in my entire time in the Big Apple.
I was in L.A. to present at ACC’s Corporate Counsel University (“CCU”). CCU is a two-day nuts to bolt immersion program for folks who are new to in-house positions. It’s relatively small compared with the Annual Meeting, 200 or so attendees, but I have enjoyed presenting at this conference more than any other, because I can so readily identify with being new to in-house and feeling overwhelmed about how much I did not know….
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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