There are certain legal skills of critical importance that receive the same level of attention as a mid-summer pilot for a sitcom not expected to make it to the fall slate. In fact, there is usually a disconnect, particularly in Biglaw, between what is “taught” and what lawyers really need to learn as they develop. A recent anniversary of sorts reminded me of an example. Let’s discuss the notably unglamorous, but often critically important, role of “second chair” at a hearing or trial.
For the uninitiated, the typical hierarchy on a litigation matter for lawyers is support (faceless associate research drones), team member (associate or higher who is “on the case” but may not even get to sit at counsel table), second chair (trusty lieutenant, perhaps content in the role, or perhaps gunning for more), and first chair (field marshal winning the war and the peace on behalf of a grateful if lighter-pocketed client.)
August is the anniversary of my first patent trial, well over a decade ago….
It’s that time of the year when law students should start preparing for on-campus interviews. They’re straightforward, right? Wrong. ATL’s recruiting experts have designed this challenge to help you determine whether you really know how to nail the interview. Take the On-Campus Interviewing for Law Firms challenge and find out if you are truly ready for OCI season.
(This challenge is brought to you in partnership with our friends at CredSpark.)
A full house for last week’s in-house counsel panel at Betterment.
Last week, Betterment and Above the Law hosted a great panel discussion about working as an in-house lawyer at a relatively young company. The event, hosted at Betterment’s spacious and airy offices in New York’s Flatiron neighborhood, drew a standing-room-only crowd of around 200 people.
How can you get a job as an in-house lawyer for a startup? And what’s life like once you’re there?
Ed. note: This is the latest installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, Adam R. Banner explains how the bar exam is a microcosm for legal practice as a whole.
Just took your state’s bar exam? Good Luck.
I remember hearing that same ominous warning from many of the attorneys in my community directly after taking the Oklahoma bar exam. Now, I wasn’t TOO worried about my prospects for future employment. I was already set on hanging my own shingle, and I was full of naivety with a dash of piss and vinegar. I had practiced (with a limited license) through the local public defender’s office, and I had a part-time gig interning for another solo practitioner. I chose this set-up to help pay my way through school, but also to gain any type of experience I could since I only really knew two things in law school: criminal procedure, and the fact that I needed some courtroom experience and some small-business guidance. I was lucky enough to get both.
That isn’t the case for everyone. I distinctly remember one of my buddies (a fellow class mate) walking up to me a few days before graduation and asking me if I knew of any places that were hiring associates. I didn’t, so I asked him if he was interning anywhere.
Ed. note: This is the latest installment in a series of posts on lateral partner moves from Lateral Link’s team of expert contributors. Michael Allen is Managing Principal at Lateral Link, focusing exclusively on partner placements with Am Law 200 clients.
For senior associates up for partner, firms have become increasingly focused on business potential and less so on an associate’s ability to outclass others in the courtroom or at the negotiating table.
In the days of yore, the partner track in Biglaw was oftentimes a reward for consistent competence and professionalism. In an era of PPP and RPL, most firms (other than the Cravath, Quinn, or Simpson Thacher types) are less likely to promote associates unless they see real revenue-generating potential.
If you find yourself in your fifth to tenth year and are unsure whether you will make partner, here are four steps to help you steer your career…
As the dates for on-campus interviews approach, I would like to share with rising 2Ls a few lessons that I have learned from colleagues at firms and law schools about the summer associate application process. As always, in doing so, I run the risk of being called an elitist pig; however, my firm has over 30 positions to fill this fall, and this elitist pig would be delighted if you were one of the individuals to land one of these well-paid spots.
1. You will be given 20 to 30 minutes to make a favorable impression on the on-campus interviewer. Over the years, candidates have tried every tactic in the book to be remembered. This includes outlandish outfits, bringing the interviewer baked goods, and, the worst, flirting with the interviewer. I believe that your main task during the interview is to demonstrate MATURITY. You do not need to demonstrate that you are cool, fun, athletic, perpetually happy, etc. You just need to leave the interviewer thinking that you seemed like a mature individual.
The on-campus interviewer is only going to take a risk on a candidate who he or she thinks will reflect well on him or her. In other words, Partner X wants to call back candidates who will perform well during the callback; if the candidate does well, Partner X looks good to his colleagues. Stated differently, any candidate who is a risk will not be given a callback because Partner X is concerned that his peers will question his judgment by offering a callback to an immature, unfocused, or odd candidate.
Be safe by presenting as mature. So how does a candidate demonstrate maturity?
But some of you will still go to law school for the wrong reasons and pay rip-off prices. Ego, familial expectations, and peer pressure may play a role in your decision. So I want to finish the law-school-themed posts by issuing a warning to students and their parents about the consequences of graduating without a meaningful job and with six figure, nearly nondischargeable student loan debt….
Making people think you are not horrible is a full-time job for lawyers. Gallup did a poll on the most trustworthy professions in the United States and, you guessed it, lawyers are near the bottom. You know who’s the most trusted profession? Doctors and nurses, and they are the number 3 cause of death in the United States. Even historically, two hundred years ago, lawyers were drafting and signing the Declaration of Independence and doctors were using leeches to heal people. I’m pretty sure that, on top of killing fewer people, the average person will be overcharged in their life more by doctors and nurses than by lawyers, but whatever. So, again, making people think we are not horrible is an uphill battle for us.
The Internet is helping some of us tip the scales in one way or the other. Each one of these topics could be their own article, but for now, I wanted to give you a short primer on how to shrug off the shroud of horribleness we have as lawyers.
Let’s start with a definition. Merriam-Webster defines “autonomy” as “the state of existing or acting separately from others.” Meaning you have the proverbial “control over your own destiny,” or put another way, are not dependent on others. In many respects, complete autonomy is a fiction for a lawyer. We are all dependent — on our clients, our partners, our firms. But lawyers still value autonomy. It may be elusive, particularly in Biglaw, but it is an important contributor to career satisfaction and performance.
In fact, earning a significant degree of autonomy was among the leading factors in making my Biglaw experience a positive one. Yes, I said earned, rather than “being granted” or “given.” In Biglaw, you need to carve out personal space for yourself. It is not something that is given. Nor does anyone tell you what you need to do to earn your measure of independence. At a very high level, it is necessary to project both confidence and competence — to your clients, peers, and superiors, at all times. If you are successful, and earn some autonomy, there is a higher likelihood that you will be happy in your Biglaw job. Imagine that.
Perhaps surprisingly, your Biglaw firm actually wants you to have a degree of autonomy….
After twenty years of operating my own law firm, I still answer my own phone – much to the pleasant surprise of many of my callers. Though you’d think that having the firm principal pick up would signal a one-person, fly-by-night operation, to the contrary, callers’ ability to get in touch with me directly conveys the impression that I’m an accessible, hands-on kind of lawyer.
Of course, answering the phone works for my practice because frankly, I don’t get all that many calls. Most of my clients and referrals who want to speak with me by phone will typically email me initially to determine a mutually agreeable time for a call. And because my work is so specialized and many cases come via referral, when clients reach my voice mail, they’re not likely to move on to the next lawyer on the list of internet search results. That means if I’m too busy to talk, I can let calls go through to voicemail without fear of losing a piece of business.
But what about lawyers who aren’t in such a position?
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.
Things have changed recently in Korea – a few of our US and UK client firms are looking, very selectively, for a lateral US associate hire. Until just recently, there was not much hiring like this going on in Korea, since US and UK firms started opening offices there. We have already placed two US associates in Korea in the past month at top firms. Most of the hiring partners we work with in Korea do not actively work with other recruiters.
If you are a Korean fluent US associate in London, New York or another major US market, 2nd to 6th year, at a top 20 firm, with cap markets or M&A focus (or mix), or project finance background, and you are interested in lateraling to Korea to a top US or UK firm, please feel free to reach out to us at email@example.com or firstname.lastname@example.org. Our head of Asia, Evan Jowers, was just in Korea recently, and Evan and Robert Kinney will be in Korea in a few weeks. We are in the process of helping several firms open new offices in Korea (a number of which are interviewing our partner level candidates) and also helping existing offices there fill openings.
Professor Joel P. Trachtman has developed a unique, practical guide to help lawyers analyze, argue, and write effectively.
The Tools of Argument: How the Best Lawyers Think, Argue, and Win is a highly readable 200-page book, available for about $10 in paperback or e-book. Chapters focus on foundational principles in legal argument: procedure, interpretation of contracts and statutes, use of evidence, and more. The material covered is taught only implicitly in law school. Yet, when up-and-coming attorneys master these straightforward tools, they will think and argue like the best lawyers.
For most attorneys, time spent managing the books is a necessary evil at best. Yet it is undeniably a crucial aspect of running a successful practice. With that in mind, we invite you to view or download a free webinar by Above the Law and our friends at Clio to learn how to better manage your finances.
Take this opportunity to learn what it takes to streamline your accounting and get the most out of your time. The webinar agenda:
● The basics of accounting for lawyers.
● How legal accounting differs from regular accounting.
● Report and reconciliation issues surrounding trust accounts.
● How to pick and integrate the best accounting tools for your practice.
● Steps to prepare your tax return for your firm’s income.
Do not miss this crucial chance to optimize your accounting practices. Save time and get back to billing!