Associates at big law firms don’t normally burn out right away. They arrive bright-eyed and bushy-tailed, raring to go. This is their moment! Grasp the golden ring!
If you look closely, though, you’ll notice a few poor souls who burn out immediately – sometimes within a few weeks. These folks look awful almost from Day One, dread coming to work, don’t talk to the others, can’t sleep and wonder how to get out – like, immediately.
That’s because they’ve been sexually harassed.
I know. Sexual harassment is a drag of a topic, the stuff of tedious lectures by gender theorists and “Human Resource professionals.” Nothing new to say, just standard material: wince-inducing scenarios, tired platitudes about respect and crossing the line and what’s appropriate in a workplace blah blah blah…boring, scary, boring.
I hear about sexual harassment all the time from my clients, so it’s a little less boring for me, and a lot more real. There is stuff worth talking about. But I’ll keep it quick.
Have you ever noticed that some lawyers become different people when they get in front of a keyboard?
It’s like a Jekyll-and-Hyde kind of thing. They might be perfectly pleasant individuals in real life, capable of warmth or at least civility to their fellow human beings. But get them in front of a computer with a law-firm template on the screen, and they turn into some sort of lawyerly unmanned drone.
Most lawyers, especially junior lawyers, have an idea about what a lawyer letter is supposed to look like. It generally has fancy lawyerly words like “pursuant to,” and it usually includes lawyerly weirdnesses like parenthetically writing numbers in figures after having just spelled out the numbers in words (“If we do not receive a response for you and/or your counsel in five (5) days …”), and it almost always contains threats about Very Bad Things happening. And they tend to be uniformly douchey.
But here are four (4) reasons why lawyer letters are less effective than phone calls.…
Law school deans — as well as other administrators, and law students — obsess over law school rankings. It’s understandable why deans fixate on rankings; for better or worse, it’s their job.
But what about law students? Should they put so much stock in rankings? Do people, specifically employers, pay too much attention to where an applicant went to law school?
May is graduation month. Once you’re out in the real world of legal employment, do folks actually care where you went to school? That’s the topic for the latest installment in the ATL career advice webcast, sponsored by the Practical Law Company: Does your law school matter?
I’m an in-house attorney at a large company. I used to be an associate at a big law firm, but was a stealth layoff victim and had little contact with the firm after that (and I’ll admit, I’m still somewhat bitter about the layoff). My current employer still works with my former firm sometimes, though the firm didn’t do anything to help me get my current position.
Recently, the firm realized that (1) I once worked there, and (2) I now work at a client. However, they failed to remember why or how I left, and thus have been contacting me as a firm “alumnus” to invite me to client and industry-type things, as well as firm events.
How should I respond to this attention, especially since I’m in a relatively small legal community, and my bosses do have some relationship with the firm?
People seem to have online amnesia these days. You can be sworn enemies with someone in real life, but somehow it’s perfectly natural to want to add them on Facebook. Just had a soul-crushing breakup with an asshat? Start monitoring your inbox for his LinkedIn request. It’s really unbelievable. Some people just don’t understand that grudges are for life, and they’re held offline and online…
Every summer when I was in Biglaw, a new crop of summer associates would roll in, and I inevitably would be assigned a female summer to mentor. Presumably the intention was for us to bond over our mutual struggles of being women at a law firm. Every fall the same arrangement would take shape again, this time with a first-year associate. Within a week they would each inevitably ask some variation on the same question: “Have you found that being a woman has made it tougher for you at the firm?”
I always hated this question. I’m not sure if I’m lacking something that normally comes with having two X chromosomes, but it never occurred to me to go into my career asking this question right out of the box. So, my answer was always a simple “No.”
I’m not suggesting that sexism isn’t a real problem in law firms. There are countless horror stories to back this up. Biglaw is still an old boys’ club and doesn’t show any signs of changing any time soon. We all know that going in.
But I don’t think that female lawyers do themselves any favors by starting with an expectation that they will be slighted. I never stopped to question whether things were tougher for me as a woman because I was too busy trying to do a good job to spend time searching for ulterior motives. If you make being a good associate your top priority, you’ll likely be too busy to wonder if you’re getting as many assignments as the guys are.
That said, there will be times when legitimate issues of sexism arise. And when they do, there are good and bad ways of dealing with it….
I recently had lunch with a guy who had worked at a law firm, gone in-house, and later returned to a law firm. (It’s actually more than that. This guy’s bio is: assistant U.S. attorney; associate at K&E; partner at Bartlit Beck; deputy general counsel at Bank One; and now at his own small firm. That’s called either “done it all” or “can’t hold a job.” Because this post will share with the world an idea that he proposed, I’ll credit him publicly: He’s Lenny Gail of Massey & Gail, a small shop based in Chicago and D.C.)
Lenny asked at lunch, as folks frequently do, what I’d learned about business development by having gone in-house. I answered honestly, as I occasionally do: When I was outside counsel, I always thought that business development was a game of chance. You tried a hundred different things, with no clue what might pay off, and then random chance struck and business arrived inexplicably, out of the blue.
As in-house counsel, my view hasn’t really changed: If you’re on our list of preferred counsel and we use you regularly, we’re likely to hire you again. If you’re a newcomer, there’s not much you can do or say to draw that first retention. Everything you say at our introductory meeting simply repeats what some other guy told us about his firm last week, and virtually nothing you’ve done is so breathtaking as to make you irresistible.
Lenny nodded, and we drifted back into our iced teas.
The real problem with getting retained is the first nibble. As outside counsel, once someone retained us for one case, it was a lock that they’d retain us for another. The client would come to know our people, our firm, the quality of our work, and the results we obtained. Parlaying one opportunity into many was easy; the hard part is getting the first chance. As in-house counsel, that continues to strike me as true for many (but not all) firms.
The recession might be officially over, but we’re not back to the glory days of 2006 and 2007. If you’ll be a summer associate this year — congratulations, by the way — you don’t want to run the risk of being no-offered.
Let’s take a look at the latest video segment, which looks at how economic times have affected what’s expected of summer associates, and offers practical advice on how to succeed as a summer….
You always hear this business axiom: “The customer is always right.” Whether true or not, you’re supposed to at least let the customer believe that he or she is correct. But in my experience, that doesn’t always work.
Before I went to law school, I was a banker. (That sentence makes me sound old, since I started law school 20 years ago this fall. Whatever.) Anywho, in my years as a banker, I frequently had to explain to customers the vagaries of the American banking system. “What do you mean my money’s not in my account? I just deposited the check. Of course it’s there!” No, sir, I’d have to say. Your money’s not there. Your check hasn’t cleared. The customer was very often just not right.
Turns out, practicing law isn’t much different. Your clients are often wrong. And your job as their lawyer is often to tell them that they’re wrong.
Did you watch Lost? I was a big fan of the show, which ran on ABC from 2004 to 2010. The series required quite a commitment from its viewers, since it had a large ensemble cast and was a true serial — you really couldn’t miss any episodes. After the third season, the producers made the unusual announcement that the series would definitely conclude at the end of the sixth season. Since so many elements of the show remained a mystery until the very end, it became a guessing game as to whether the writers would be able to tie everything together into a satisfying ending.
Toward the end of the final season, the show revealed a location that we’d never seen before that was crucial to explaining the Island’s secrets. (I’m not giving anything away here if you haven’t seen it.) But the location, a glowing cave, was rendered with cheesy special effects that looked like they’d been borrowed from the original 1960s “Star Trek” series. The bad effects were so jarring that they took the viewer out of the story, causing you to say, “What’s with the cheeseball special effects?”
What the heck does this have to do with improving your legal writing? Find out after the jump.…
Here at Above the Law, we try to offer practical tips for how to succeed in the legal profession. See, e.g., our recent posts about how to take vacation in Biglaw, or the best time for starting your own law firm.
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.
The traditional job application and interview process can be impersonal, and applicants often struggle to present themselves as more than just the sum of their GPAs, alma maters, and previous work history. ATL has partnered with ViewYou to help job seekers overcome this challenge. ViewYou NOW Profiles offer a unique way for job seekers to make a personal, memorable connection with prospective employers: introduction videos. These videos allow job candidates to display their personalities, interpersonal skills, and professional interests, creating an eDossier to brand themselves to potential employers all over the world. Check it out today!