Sometime around about 5 years ago, I noticed people starting putting this at the end of their emails:
That’s a webdings font character of a tree and not an image file, in case you were wondering.
Whoever the first person was who did this clearly lived in a different world than me — a world where lawyers would get emails on their computers and would just keep printing them out and putting them into binders to read later. In that world, I could see why someone would want to speak up. On planet Earth, however, that is not the case. Emails occasionally get printed to get filed in a correspondence file, or they get printed as trial exhibits, but that’s about it. They are only a tiny fraction of the paper lawyers waste. This is the Kony 2012 of the environmental battles — it’s a noble war, but a pointless battle. There are many more righteous green battles to be fought in the environmental war than the faux epidemic of lawyers who refuse to stop printing their emails. Instead the “please consider the environment” email signature is more like one of those “I voted” stickers — both serve no purpose other than proclaiming your self-righteousness for performing a civic duty.
In order for that disclaimer to have served a beneficial purpose to the environment, there had to be a conversation just like this somewhere:
There are a lot of ways to measure success as an attorney. Many of the ways lawyers measure their own successes are backwards-looking. Whether focusing on past educational accomplishments or big deals or cases they have participated in, lawyers love to focus on what they have done.
There is nothing wrong with that, unless it prevents someone from focusing on what truly is important: the present. And for practicing lawyers, and those who intend to keep on practicing, there is only one question relating to the present that matters: “Who thinks of me as their lawyer?”
Here’s the example: I attended a mediation. The mediator gave each side 20 minutes to make an opening presentation. After one advocate had spoken for 80 — you read that right: 80 — minutes, the mediator suggested that it was time for him to wrap up.
The guy flipped through his notes, said that he still had a lot of material to cover, and then offered: “To speed things up, I’ll just bullet-point my arguments.”
Before the “continue reading” icon, I’ll note the lessons to be learned from this tale that are not the subject of today’s rant. First: If you’re given 20 minutes to speak, speak for 20 minutes. Got that?
Second: If you’re given 20 minutes to speak, you drone on for 80 minutes, and the mediator then suggests that it’s time for you to wrap up, you may speak for about two more sentences. Then, it’s time to sit down. Got that?
Third, and the most valuable lesson — instructive, yet infused with a certain dry wit — . . . .
Ed. note: This is the latest installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, Ariel Salzer offers advice to overwhelmed law students.
When I tell students that I took almost every Saturday off during my first semester of law school and still did well, their incredulity is palpable. It’s not because this is some huge, amazing accomplishment on my part, because it’s not. It’s one day off! I think it’s because, as law students, we are indoctrinated to believe that we need to study all the time. A minute off is a minute wasted. It’s one more opportunity for our classmates to lunge ahead in the great race.
In other grad school programs, doing something like taking a day off each week (gasp!) would not be considered teetering on the brink of insanity. For some reason, though, the minute we get those crisp acceptance letters, buy those books that cost half our rent money, and buckle down to get As at all costs, our common sense tends to go out the window.
Ed. note: This is the latest installment in a series of posts Lateral Link’s team of expert contributors. Ryan Belville is the Principal for Lateral Link’s New York office, where he oversees attorney placements and client services. Ryan also establishes and maintains relationships with new employers in need of attorney placement services on a national level. Before joining Lateral Link, he practiced litigation for several years and then became a legal recruiter in New York in 2004. In 2007, Ryan joined Lateral Link as a Director, and worked both the New York and California markets before being promoted to Managing Director in 2012. Ryan holds an undergraduate degree from the University of Michigan, where he attended the Honors College, and a J.D. from Vanderbilt University Law School.
It seems that there are few more dreaded tasks for junior associates than creating a résumé from scratch, or even updating an outdated version. However unpleasant, it is critical: a résumé is your 30-second “pitch” to a Partner that will make or break your chances to land that coveted interview. Given the ultra-competitive environment that is today’s lateral market, the importance of presenting a clean, effective résumé is paramount. Here are ten guiding principles and tips- they ought to save you some time and make your résumé stand out as truly interview-worthy…
This is a continuation of the past three articles I published in ATL over the past month or so. My first article argued that Profits Per Partner is a great servant for a law firm but a bad master. In my second article, I set forth our Profits Per Partner Emancipation Plan as an alternative. In my third article, I set forth what I believe is the highest level in law firm profitability analysis, which is to “embrace” the volatility inherent in the practice of law. In this final article, I will give some thoughts on how a law firm could indeed Embrace Volatility.
Before getting to that, I will mention as an aside that I wrote a few weeks ago in this column an article entitled “Are Lawyers Only Happy When They’re Miserable?” That article largely dealt with how an individual might in fact Embrace Volatility. This article is directed not at individuals but at law firms.
If you have been reading my past articles, you may be open to at least considering how Embracing Volatility might be a good thing for a law firm. But is this whole concept just a fantasy, like it would be nice to not be afraid of snakes but you can’t help it and just reciting “I am not afraid of snakes” isn’t going to work? I don’t think so. I think the following simple steps would do it quite nicely:
The first step in putting yourself out there is knowing what you are about. You absolutely need to be able to present who you are to people in a simple, cohesive fashion. Otherwise, it can be difficult to make connections with people.
If you are stumbling on who you are or what you do, people lose interest. You need to be able to simply, and quickly, tell a story about who you are. Something that communicates what you are about — as a person and as a professional. You need to be able to express your personal narrative.
Top ten firms with the most Corp. Counsel mentions.
No one should be surprised that Fortune 500 companies hire some of the biggest names in law for legal services.
Corporate Counsel’s annual report lists the top ten law firms hired by the Fortune 500. As David Lat points out in Who Represents America’s Biggest Companies? (2014), “the most-mentioned firms aren’t necessarily the most prestigious or the most profitable. The rankings prioritize quantity, and they’re dominated by firms that excel in a particular practice area. See if you can guess which one.”
The answer? Workplace law.
I asked Brian Rice, LexBlog’s CFO/COO, for his thoughts on the Corporate Counsel report. Warning: Brian is a big-time data junkie. His take:
In my line of work, I sometimes end up as a career counselor of sorts. People talk to me about what’s going on at their law school or law firm and ask me for advice about what to do.
I recently had occasion to speak with a lawyer who was laid off by his Biglaw firm. He remains on the website, but he hasn’t been to the office in months; that was part of the deal they negotiated with issued to him. He has been looking for a new job for months but has been having difficulty. He blames this in part on a lack of specialization — he’s a generalist, not really marketable as an expert in a particular type of litigation or transaction.
This reminded me of a chat I was having with an old friend from my high school debate days, who has found great professional success in a focused practice area. I contacted him again and our chat turned into a full-blown interview about how to become (and remain) a partner at a major law firm by establishing expertise in a particular field of substantive law.
A few weeks into my new contract job, things got extremely busy. A few of the partners assigned additional work to me, and I see 12-hour days coming in the near future. And when I am done there, I have to go back home to work on my own client files. Unread letters and email are piling up on my desk, and it is getting harder to respond to phone calls quickly. I needed to do something to reduce the workload. And I sure as heck am not going to tell the partners that I’m too busy with my own work.
Over the weekend, as I was reviewing my notes and preparing billing statements to my clients, I decided that some of them had to go. Some were not paying their bills as agreed on the attorney-client contract and giving me all kinds of excuses. Others were slow in giving me information and documents that I needed. And others had malignant personalities that I couldn’t stand. Like most unestablished solo practitioners and small firms, I previously had no choice but to be flexible and exercise temperance in these situations. But now I am in a position to fire them.
After the jump, I will tell a story about a client I recently fired, the reasons why, and how I ended the relationship. I was worried because of the things he could possibly do to me: a bar complaint, a malpractice lawsuit, or a negative online review. But I felt particularly bad about this because he was one of my very first clients and one of my strongest cheerleaders….
Jiminy jillickers! ATL editors are going all over the place over the next month or so. Or at least all over the Eastern Seaboard. If we aren’t heading to your neck of the woods on these trips, never fear, we may hit you up on the next time around. We’ve already hit up Houston, Chicago, Seattle, San Francisco, and Los Angeles in the past year.
Kinney Recruiting’sEvan Jowers is currently in Hong Kong for client meetings and still has a few slots available through October 22. Evan will also be in Hong Kong November 14 to December 15. Further, Robert Kinney has been in Frankfurt and Munich this week and is available for meetings with our Germany based readers.
One of our key law firm clients has referred us to one of their important clients in the US, Europe and China – a leading global technology supplier for the auto industry – in order to handle their search for a new Asia General Counsel and Asia Chief Compliance Officer.
Kinney is exclusively handling this in-house search.
This position will have a lot of responsibility and include supervision of eight attorneys underneath them in the Asia in-house team. The new hire will report directly to the global general counsel and global chief compliance officer, who is based in the US. The new hire’s ability to make judgement calls is going to be as important as their technical skill set background.
The position is based in Shanghai and will deal with the company’s operations all over Asia and also in India, including frequent acquisitions in the region.
It is expected that the new hire will come from a top US firm’s Shanghai, Beijing or Hong Kong offices, currently in a top flight corporate practice at the senior associate, counsel or partner level. Of course, the candidate can be currently in a relevant in-house role.
The JOBS Act created new tools for companies to publicly advertise securities deals online. As a result, thousands of new deals have hit the market and hundreds of millions in capital has been raised, spurring a wealth of new business development opportunities for attorneys.
Fund deals, startup capital raises, PIPE deals and loan syndicates are just a handful of the transactions benefiting from the JOBS Act. InvestorID FirmTM is a platform designed to help attorneys equip their clients with the workflow, marketing and compliance tools to publicly solicit a securities offering online. By providing clients with the tools to painlessly navigate the regulatory landscape of general solicitation, InvestorID FirmTM helps attorneys add value above just legal services.
The Jumpstart Our Business Startups Act (JOBS Act) went into effect in 2013 and permits Regulation D offerings of securities to be advertised publicly. This means that funds and companies can now use social media, emails and web sites to market transactions to new “accredited” investors.
However, with these new powers come new pain points. InvestorID FirmTM provides a secure, fully hosted, cloud-based platform with a breadth of tools for your clients, including: