It’s one of the biggest cons going around. I cringe whenever I hear it. A lawyer laughs and says, “I’m not good with numbers — that’s why I became a lawyer.”
On the surface, it seems to make sense; it sounds like it should be true. For some, it might even be true. After all, the last time we used quadratic equations was back when loafers on bare feet were considered desirable footwear (thanks Don Johnson).
In-house lawyers should never, ever say they’re bad at math — even those who really are. After all, business people are preoccupied with numbers. As an in-house lawyer, telling a business person that you’re bad at math is like telling them you don’t care about the most important thing that everyone else in your company cares about, and if your company is publicly listed, what every investor in your company cares about — the company’s numbers….
Cops learn to hate people. Basically everyone they encounter is a criminal, so cops soon come to believe that everyone is a criminal.
Litigators — or perhaps litigators who are repeat players in a particular field — learn to hate people. Personal injury insurance defense counsel come to believe that all plaintiffs are lying fakers. Personal injury plaintiffs’ lawyers come to believe that all insurance defense counsel are tightfisted jerks who never pay a claim.
Maybe this is natural. If you spend eight hours every day repeatedly doing the same thing over the course of many years, you become what you do. It’s hard to break out of your role.
But this can cause trouble for in-houselitigators. If you become what you do, consider who in-house litigators learn to hate . . .
2012. How many times will some DJ play “(It’s the) End of the World” by R.E.M over the course of the next year? I’d wager about as many times as I was told ad nauseam (pun intended) that a proper Christmas gift is a Lexus (read: upscale Toyota) over the course of the Christmas break. Anyway, it’s back to work for most of us, as some of you never had a break.
I have written before about the shock of becoming a “lowly” cost center as opposed to a private practice revenue center. Also, unlike private practice, there may be a much smaller chance for advancement in a larger law department. Funny enough, folks tend to stay in jobs where they are comfortable and where they are treated well. I am fortunate to work for a company where I enjoy both, but so do the lawyers in peer groups more senior to mine. One of the selling points of my current position is the longevity of the attorneys here. People tend to come and stay — for a long time.
Thus, that sense of security also comes with layers of more senior attorneys, which makes it difficult to advance in the department. There are opportunities to switch to the business side, but if legal is where you want to be, you must attempt to distinguish yourself from a host of very good attorneys. So, today, I am offering some suggestions on how to make yourself more valuable to the department. In future columns, I will address some ideas to assist your general counsel with bringing some revenue back into the company in order to help offset your costs, and to assist you politically….
I’ve been talking to people – well, my people have been talking to people – about speaking engagements, radio shows, panels – celebrity stuff – the daily fodder of The People’s Therapist’s life of fame and glamour.
One group wants me to teach a workshop for young attorneys on “health and wellness.” Well, okay. Whatever. I can do that. How much?
Fiscal year end for us is officially this coming Saturday. Until then we’re expected to be on call 24/7. While it might seem draconian, we’re a sales-based technology company, and the push is on for the “Field” to get their year-end orders completed. I readily admit that being “on-call” just four times per year (three quarter ends and one year end), rather than “all year all the time,” is not a bad deal.
When I was in private practice, you were expected to respond top clients ASAP, if not sooner. It didn’t matter where you were or what you were doing, you had to respond. I brought that attitude with me when joining my current employer. This not only took many of my clients by surprise, but by putting myself out there as a go to attorney 24/7, I find that very few clients actually take advantage of that proposal. Truth be told, I am able to “disconnect” on vacation weeks, and I have forewarned anyone tempted to call me at home that if it isn’t a true emergency, I’ll just put my two-year-old on the phone and let them discuss the latest happenings in rugrat world….
‘Tis the season to puzzle over holiday gift etiquette at the office. Every year, a few questions come up about this topic — what’s appropriate, how much, whether they really have to, etc. No really, one year, a colleague complained, “Well, I’m not getting much of a bonus this year, so why should I give a gift to my secretary?” What you’d call a true, selfless, holiday spirit.
Obviously, this was back during law firm days, when bonus announcements are made early, unlike at companies, where the grand reveal isn’t usually for another couple of months after wilting trees have been cleared from the driveways. Not gifting your admin wasn’t exactly unheard of at a law firm, though, and I think it evidences a difference between the impact of gift-giving at a large law firm versus in-house.
At a law firm, you could give gifts to every employee at the office (or not) and, while your colleagues would be appreciative (or not), this act (or lack thereof) really wouldn’t make much of a difference in your career. Do you still have zero clients? Okay, still not making partner. Still have boatloads of clients? Continue with deity status.
At a company, on the other hand, you need to find out the unwritten rules for gifting….
A couple of weeks ago, I posted about the difference between résumé-based interviews and behavioral interviews. (In a nutshell, résumé-based interviews ask applicants for opinions about their personal histories; behavioral interviews ask for factual descriptions of how applicants handled certain situations in their lives.)
I really didn’t expect that to be a controversial topic, but I received messages by the e-mailbag full. Two folks recommended entirely revamping the way we interview candidates for legal jobs, and I’m sharing those two thoughts here — revealing the less controversial suggestion before the jump and the more controversial one after, just to leave you hanging.
My first correspondent, from a large West Coast law firm, said that he liked the idea of doing behavioral interviews, but he didn’t think interviews should be a game of “gotcha.” Thus, we should not surprise applicants at their interviews by asking an applicant to, say, identify a situation in which the applicant was forced to lead a group, what the applicant did, and how the applicant assessed the results. Instead, my correspondent suggested, firms should send to applicants in advance a set of behavioral interview questions that might be asked during the interviews, so the applicants would have a chance to think about their pasts, identify responsive situations, and give considered answers when later asked the questions.
I think that’s a fine idea, but I don’t think it’s a novel one. I recently saw several business school applications, and many B-school essay questions read strikingly like behavioral interview questions: Identify a certain type of situation in your past, and explain how you dealt with it. If business schools think that carefully crafted written answers to those questions yield meaningful insight into whether to admit an applicant into school, then there’s no reason why law firms shouldn’t ask similar questions and give applicants plenty of time to frame their answers.
But my second correspondent was even more radical . . .
Disclaimer: I know this is usually an in-house column with tips and tidbits about being a corporate attorney, but there have already been numerous columns about how to network (or not) through the holidays, how to prepare for the next billable year, and how to act at a party. I’m using today’s column to very briefly examine some of the real world negatives and positives going into the end of the year 2011. So, if you want in-house perspective, stop reading now, because that stuff will resume next week. Comments will, however, remain open.
Christmas is in a few days, and all I have on my mind are some heinous local crimes this week. A grown man raped a 9-month-old — yeah, read that again and try to forget it — and an adopted son tried to burn his family to death (succeeding in killing his father and two brothers). A man is being sentenced today for killing his girlfriend and their child on Father’s Day, and a man convicted of murder may go free because some jurors are now saying that they voted guilty in order to get home for the weekend. The local Occupy folks are freezing in their tents, and now just seem even more small and pitiful. Oh, and there is no snow, there has been no snow, and there might not be snow for a while — and this in a place that averages 160 inches of the stuff per year….
By virtue of writing this column, I’ve seemingly become the shoulder upon which the disaffected cry.
I hear from recent law school graduates who can’t find jobs. (I can’t help.) I hear from law firm associates looking to move to relatively junior in-house jobs. (I can’t help.) And I hear from partners with decades of experience who’d like to replicate my relatively recent move and jump from a big-firm partnership to a relatively senior in-house job. (I can’t help there, either.)
The plight of the recent graduate is easy to understand: You’re massively in debt, looking for work, and can’t find a job. I get it. The plight of the associate is also easy to understand: You’re working too hard, not enjoying much of what you do, and have only an uncertain future. I get it.
But the plight of the big firm partner is different: You succeeded at law school, succeeded at your law firm, have hot and cold running associates at your disposal, are being paid the riches of Croesus every year, and are perceived by the world as being wonderfully successful. What the heck are you complaining about?
Remarkably, it seems as though you’re all complaining about essentially the same thing . . .
Well, last Friday was interesting. When I decided to close the comments for last week’s installment of Moonlighting, Lat responded, “I’m glad at least someone is willing to try deactivation.” As expected, undeterred from the fact that they couldn’t comment directly on my post, the usual group of ATL commenters uniformly hijacked Kashmir Hill’s “revenge porn” post which followed mine on ATL to provide me with their usual thoughtful and highly encouraging feedback.
Later, an anonymous 2L tweeted as follows: And @susanmoon has the dubious distinction of being the first @atlblog writer to close off comments. When I joked to the 2L that my feelings get hurt every week, the 2L (taking me seriously, I presume) told me that instead of hiding, I should “rise above it” because even a SCOTUS justice would get flamed on ATL. This invited Brian Tannebaum (an ATL small-firm columnist) and some others to rush to my defense. What ensued was a flurry of debate on Twitter — infused with an abundance of insults — mainly between Brian and the 2L. I’m actually not quite sure why Brian got so involved, as I’m not even sure he likes me (that’s the real reason I cry every week). I think he just likes to pick on poor souls every once in a while (read: several times a day) for his own sadistic pleasure.
In any case, in addition to the entertainment value that the Brian v. 2L debates offered on Twitterverse Legal last weekend, there were definitely some interesting points made on both sides about the value of anonymous feedback….
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.