It’s not surprising that law grads from top-50 schools have better job prospects than graduates from less prestigious law schools. What’s surprising is how large the gap is.
While there are more than 200 ABA accredited law schools floating around, the employment outcomes from those beyond the first tier are embarrassing. All law schools will tell you that their education is worth the high price of tuition… but it seems that around 150 of them are lying.
Last week, Above the Law released its second annual law school rankings. We rank the top 50 law schools, using the most recent employment data (from the class of 2013). It turns out that those recent employment stats suggest that there are really only 50 schools worth going to — at least if you want to get a job after you graduate from law school.
There are plenty of good reasons why a solo lawyer should, and indeed must, refer a case to another firm. For example, if a particular case isn’t compatible with your business – either because it falls outside of your firm’s practice area or it’s not economical for your firm to handle – there’s no reason to hang on to it. And notwithstanding the advance conflict waivers that large firms foist on clients, in my view, conflicts of interest are a non-negotiable grounds for referral, because they “spawn an alarming number of ethics complaints.”
But there are other situations where a solo shouldn’t be so quick to send a case packing, notwithstanding conventional wisdom to the contrary. Here’s a list of examples where you might want to think twice before referring a case:
Ed note:This is the latest installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, Megan Grandinetti explains why “treating yourself” with your favorite foods may not be the best idea.
I gave a wellness talk at a law firm recently, and one of my tips for staying healthy while working crazy hours is to “streamline your Seamless”: pick a number of healthy, go-to meals that you can order during late nights at the office (and stick with those choices). Some of the participants were taken aghast by this suggestion: “BLASPHEMY!” they cried. “We deserve to treat ourselves for working so hard!”
I hate to be the bearer of bad news, but the “Treat Yourself” attitude is not going to work in the long run, unless you’re trying to gain weight for a movie role (Now Playing: The Chubby, Sedentary Lawyer).
Anyone who is a lawyer can relate to the perennial quest to find work-life balance, but this odyssey becomes compounded when you are also the boss. Even though acquiring all of your business, as well as making sure the legal representation you provide is good, determines whether you may be paying your rent in a given month, you have to decide where you draw the line with your clients.
Drawing this line also works to the benefit of your clients, who end up getting more comprehensive and meaningful counsel than through the superficial interaction that not drawing these boundaries may lead to…
I have received hundreds of emails over the past few months from job seekers, and today I would like to answer some of these questions.
The Recruitment Team
1. Do you take a sadistic pleasure in rejecting candidates?
I have received emails calling me “smug,” “arrogant,” “fat,” and “in all likelihood unattractive.” I am fat and, on most days, unattractive, so well done on that front. However, I am not smug or arrogant. BigLaw is a particular work environment, and it is an environment that I have observed firsthand for 20 years. I am trying to provide readers with some inside information. Please recall that it is just a singular viewpoint on a huge industry.
Neither I nor my colleagues enjoy denying smart people who have worked hard a chance to work in the setting of their choice. There is nothing gratifying about rejecting a candidate.
2. Does the scan of the applicant’s transcript come before or after you review the résumé?
Every once in a while, I would run a Google search on myself. On the first page, I would see my LinkedIn profile, an article I wrote a few years ago on an obscure topic, and my five-star Yelp rating. Thankfully, no drunken college pictures appeared. So my Google footprint was clean — which is supposed to be good. But then I ran a search on two other attorneys I highly respect and saw pages showing their accomplishments, their connections, and newspaper articles featuring their names. That’s when I realized that I was a nobody.
But now that I am looking for a job, it is very important that my internet image is clean and wholesome. So I did a more detailed search. I tried using different search engines, like Yahoo and Bing. I also used more detailed search terms. Unfortunately, I discovered an old rant on a message board which I think some employers might find offensive. So now I had to find a way to remove it before someone sees it….
I’m spreading my criticism widely here: Lawyers both in-house and out are often guilty of the sin I’m describing today.
Look: When people ask for legal advice, they need legal advice. They don’t need to hear from empty conduits through which information passes unfiltered by a human brain.
What’s today’s lesson? When asked for legal advice, give useful advice. Don’t regurgitate silly nonsense that doesn’t help anyone.
Let me give two specific (but fictionalized) examples, both analogous to real-life situations, and which give a sense of the broader issue.
Example number one: A regulator raises a concern about some statement that your company has made repeatedly or some product that you’ve sold widely. A business person — or another lawyer, or any living human being, for that matter — asks you, reasonably enough, “What’s our likely exposure in this matter?”
At this point, many lawyers turn off their brains and give the terrible, horrible, no good, very bad legal advice . . . .
What do you need when starting a solo practice or a small firm? A huge office in the middle of downtown? The most cutting edge computer? A paralegal and an associate?
You don’t actually need any of those things, but the one that often costs small firms the most headaches in terms of time and money is hiring staff. Many times, new solos or small firms feel the need to staff up right away — they’re lawyers! They have to have a secretary, an assistant, a paralegal, etc. It’s expected. Clients won’t feel comfortable coming into an office without a secretary. But after six months of a low volume caseload, becoming familiar with case management software, and discovering that clients don’t particularly care if you have a secretary, lawyers realize they are wasting money on unnecessary people. Even worse, lawyers might find they hired the wrong people. In a rush to get their office started, they took on whoever first came in the door. Or they only spend a cursory time with the interview process, relying on people’s résumé or referrals. After which they discover hiring the wrong person pulls everyone else down.
So when is the right time to hire someone? And how do you know if they are the right fit?
Ed. note: This is the latest installment in a series of posts on lateral partner moves from Lateral Link’s team of expert contributors. Abby Gordon is a Director with Lateral Link’s New York office. Abby works with attorney candidates on law firm and in-house searches, primarily in New York, Boston, and Europe. Prior to joining Lateral Link, Abby spent seven years as a corporate associate with Cleary Gottlieb, focusing on capital markets transactions for Latin American clients in New York and for the last five years for European clients in Paris. A native of Boston, Abby holds a J.D., cum laude, from Georgetown University Law Center and a B.A. in government and romance languages, magna cum laude, from Dartmouth College. Abby also worked with the International Rescue Committee as a Fulbright Scholar in Madrid, Spain. She is a member of the New York Bar and is fluent in French and Spanish (and dabbles in Portuguese and Italian).
Choosing a law firm and a practice area is a big decision. While 62% of lawyers move firms within their first four years of practice, your career path will likely be clearly shaped by your first job as a lawyer. I cannot stress enough how difficult it is to switch practice areas once you have started your legal career. It is not impossible, but it can be very difficult. Some firms are much more flexible than others in letting you dabble in various areas before committing to a practice area. In fact, certain firms never officially require you to choose a group. However, it is extremely rare for associates to find opportunities to switch from one firm’s practice area A to another firm’s practice area B. If you are lucky enough to have this opportunity, you will almost inevitably be asked to take a haircut in class year.
So what are the major factors you should consider in choosing a firm as a summer associate or first-year associate?
By way of introduction, I am the founder and managing partner of Duval & Stachenfeld LLP. We are a 70-ish lawyer law firm in midtown NYC that focuses strongly on real estate; indeed, we refer to ourselves as “The Pure Play in Real Estate Law.”
As managing partner I have spearheaded numerous unique initiatives that have distinguished us from other law firms. Many of these ideas were very scary when we tried them out — there was always a fear that we would not only fail but, worse yet, be laughed at. Some of these ideas did not work out so well, I admit; however, the ones that succeeded have been the fulcrum to attract both lawyers and clients to our firm and indeed been the bedrock of our success.
As a relatively small firm playing with the big boys and girls, one would think that our size could be a disadvantage. But that would be incorrect. Smaller players can be flexible and move in different directions. We can take risks and seize opportunities that large law firms cannot logically capitalize on….
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.
It’s that time of year again when JDs are starting to apply for 2L summer jobs and 2L summers are deciding which practice area to focus on.
For those JDs with an interest in potentially lateraling to or transferring to Asia in the future, please feel free to reach out to Kinney for advice on firm choices, interviewing and practice choices, relating to future marketability in Asia, or for a general discussion on your particular Asia markets of interest. This is of course a free of cost service for those who some years in the future may be our future industry contacts or perhaps even clients.
For some years now Kinney’s Asia head, Evan Jowers, has been formally advising Harvard Law students with such questions, as the Asia expert in Harvard Law’s “Ask The Experts Market Program” each summer and fall, with podcasts and scheduled phone calls. This has been an enjoyable and productive experience for all involved.
Whether you’re fresh off the bar exam or hitting your stride after hanging a shingle a few years ago, one thing’s for certain: independent attorneys who start a solo or small-law practice live with a certain amount of stress.
Non-attorneys would think the stress comes from preparing for a big trial, deposing a hostile witness, or crafting the perfect contract for a picky client.
But that’s nothing compared to the constant, nagging, real-life kind, the kind you get from the day-to-day grind of being a law-abiding attorney.
Connecticut plaintiffs-side boutique litigation firm (12 lawyers) seeks full-time associate with 2-4 years litigation experience, top tier undergraduate and law school education. Journal or clerkship experience a plus; highest ethical standards and strong work ethic required. Familiarity with Connecticut state court legal practice is preferred, but not required.
The firm handles sophisticated, high-end cases for plaintiffs, including individuals and businesses with significant claims in a wide array of matters. Our cases often have important public policy implications, and are litigated in state and federal courts throughout Connecticut. Representative areas of practice include medical malpractice, catastrophic personal injury, business torts, deceptive trade practices and other complex commercial litigation, and products liability.
Additional information can be located on our website, at www.sgtlaw.com.