There is a great deal of value to be found in finding a successful mentor — someone who is looking out for you and advocating for your success. Without my mentor in the early years of my legal career I would have been lost in the substantive, technical, and interpersonal aspects of my law firm practice. The right mentor can change everything.
When choosing your mentor, keep the following guidelines in mind:
1. Choose Someone Internal
Your mentor should be someone internal (and not your uncle who is a lawyer in the Cayman Islands). Your mentor should be in a position to help you decipher and navigate your specific office dynamics.
Ed. note: This is the third installment in a new series of monthly posts, brought to you by Corporette’s Kat Griffin, which will deal with topical business and lifestyle issues that present themselves in the world of Biglaw. Send your ideas for columns to us here.
One of the biggest sartorial challenges that both men and women face is looking professional in bad weather. Whether it’s slush, snow, rain, or just absolutely freezing temperatures, showing up at your office, meeting, or court appearance looking like the abominable snowman is usually frowned upon.
So how can you look your best but also stay warm and dry?
I was grateful that Quinn Emanuel sent me to Los Angeles for a multi-week long, intensive trial advocacy training program. The instructors were incredible and the program overall was one of the most valuable training experiences of my career.
Some of the sessions featured practice drills followed by critiques from practicing attorneys. In one of the sessions, that “mentor” role was filled by a junior partner in a well-known firm. He had long, wavy hair and wore a tight silk shirt with the top several buttons open, exposing his chest hair and gold chains. His cologne should have been arrested for olfactory assault. If you think of a 1980s hair-metal band you will get the right idea.
Creepy-looking Mentor was constantly flipping his hair and paying far too much attention to the young, female associates. (He seemed to think it was particularly important to help them with their cross-examination posture, as he made a point of standing behind them and guiding them like a golf or tennis pro might do.)
Even though the program was only “practice” — cue Allen Iverson — there was a lot of pressure because many firm partners were there watching and, presumably, evaluating us. In this particular session, the associate doing a cross examination was very nervous, and visibly shaking. When the associate was finished, Mentor said he had a relevant war story he thought would be helpful to share, and did so….
Ed. note: This is the latest installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, in the second installment of a two-part series (you can read the first part here), Joshua Stein gives some practical advice on how manage your workflow.
When your work feels overwhelming, you can take some specific steps to help break through the panic and get it all finished. The first installment of this article offered about a half dozen techniques. This installment completes the list.
A. Start. If you feel like you have too much on your plate – spilling over onto the table and the floor — sometimes you respond by freezing, not knowing where to start. Or you do know where to start, but you aren’t quite ready. You think about problems that might arise. You keep postponing the pain. But your best strategy will often consist of just starting the job. Even if you’re not quite ready and even if it’s not all lined up nicely, just dig into it. Start anywhere. Of all the suggestions in this two-part article, this one seems the most obvious. But the obvious suggestions are also the ones most likely to get forgotten when you get overwhelmed.
B. The Blank Screen. If you will produce written work, then you don’t need to start writing at the very beginning. That’s often intimidating. Instead, start with your second or third paragraph or a list of the bullet points you intend to cover. Fill out your memo, report, or other project and then go back to the beginning….
Ed. note: This is the latest installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, in the second part of a two-part series, Casey Berman gives some practical advice to attorneys considering a corporate in-house counsel position.
While some are viewed as a valuable resource, many non-lawyers in the company automatically stereotype company attorneys as mere red tape, as an expense, or as an obstacle to be avoided (or derided as the “Department of Sales Prevention”). “Often, lawyers are considered overhead in a corporate situation, and to be a success, it really helps to be able to show how you contribute to the bottom line or at least don’t add significantly to it,” says Katie Slater, former Assistant General Counsel at AEI Services, a Houston based energy company, who now runs Career Infusion Coaching, a career management firm for lawyers. In-house attorneys always have to manage expectations and demonstrate over time how their legal skill set contributes to the collective goals of the company.
The best way to demonstrate this value is to be able to communicate and express ideas in a quick, clear way in order to give guidance and ideas for next steps. “Bottom-line communication ability — can you say things in three bullet points or less, and in plain English?” says Slater. “Being able to break down a legal issue simply and coherently to get to why this is an issue from a business perspective is a huge skill that will be valued. Can you give ‘Yes’ or ‘No’ answers, and, if the answer is ‘No,’ can you come up with alternatives or work-arounds?”
Many business types think lawyers are put on earth to tell them “No.” To combat this, successful in-house attorneys are responsive (even if they are still working on an answer), and provide the business units with alternatives to mull on and consider. This interaction can build trust and shows that the attorneys is indeed on their side and contributing to business persons personal goals and the overall growth of the company.
Ed. note: This is the latest installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, in the first of a two-part series, Joshua Stein gives some practical advice on how manage your workflow.
As your work piles up, you will often feel as if you can’t possibly finish it. Each project seems overwhelming when you think about it in the abstract. And as soon as you start work on a new project, and figure out what it will actually require, it can become even more overwhelming.
This article and its sequel share a few techniques I use to help gain some control over my workflow. Few of these ideas are original, but I’ve included my own variations and suggestions.
A. Managing Everything. You will feel less overwhelmed if you protect yourself from feeling physically overwhelmed by the projects on your plate. For example, don’t cover your desk with piles of active tasks. For each active task, collect the various pieces of paper in a folder. Put all your folders away. Keep a “to-do” list of all your active tasks — every one of them — without writing other reminders to yourself anywhere else. Your to-do list should include everything. My own to-do list consists of a Word document with three columns: client work; other work; and personal projects. First priority tasks go to the top of each list. Some people use Outlook or even dedicated software. In any case, keep track of what you need to do and your priorities in a way that you don’t unintentionally leave anything behind. You should, however, also stay flexible in reordering and adjusting the list as you go. Regardless of format, a to-do list will help you feel more in control of your agenda, inviting you to set priorities and take each job one at a time. It’s far better than living with a chaotic physical mess that constantly taunts you about what you haven’t done….
Ed. note: This is the tenth installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, in the first of a two-part series, Casey Berman gives some practical advice to attorneys considering a corporate in-house counsel position.
For many lawyers looking to leave the law firm or explore other legal careers, in-house counsel often arises as a favorite option. Some of these attorneys want to be happy in their job. Others want a job that is anywhere but the firm. Others like the idea of fewer hours and a flexible schedule. And still others are attracted to expanding their responsibilities and broadening their business exposure.
This article explores just what it takes to be an in-house attorney, the expectations and demands of the role, and the potential career paths. While these positions are often coveted and hard to get, it takes critical analysis (of one’s personal skills and the job’s duties) to ensure that this role could be the answer to an attorney’s job hunting prayers.
Ed. note: This is the ninth installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, Desiree Moore gives some practical advice to new associates on delivering work product to their supervising attorneys.
As a new lawyer, you will be expected to deliver assignments in a variety of ways. For example, you may be asked to do an oral presentation of the results of your assigned research, provide a “marked up” copy of a case or statute or contract for the assigning attorney, or create written work product. In all instances, be sure you are clear at the outset when you receive the assignment as to how you will be expected to deliver it. Listen carefully, take notes, and be sure to remit your work exactly as expected.
Where an assignment calls for written work product, think carefully about how you will deliver it. The ideal method of delivery is to hand a hard copy of the assignment to the assigning attorney in person, and offer to follow up with an electronic copy of the assignment for his or her files.
However, if you are unable to connect with the assigning attorney in person, as is often the case, follow these five steps to ensure he or she receives the assignment in a manner that is both convenient and helpful.
Ed. note: This is the seventh installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, we have some great advice for newly minted attorneys from Joshua Stein, the principal of Joshua Stein PLLC, a prominent commercial real estate law practice in Manhattan.
When you start out in any professional career, you will probably soon have someone to help you do your job, such as a paralegal, a secretary, or other assistant. Having that assistant can make your life easier, and help you do a better job — especially if you know how best to work with your new assistant. Here are some suggestions for working with any assistant, but particularly a secretary or a paralegal. Many but not all of these suggestions also apply to working with junior associates or other professionals who report to you.
A. Clear Instructions.
Your assistant doesn’t know what’s in your head. You have to tell them, at least until you’ve worked together long enough that your assistant develops a good sense of what you need done and how you like it done. Until that happens, make your instructions as clear as possible. Think about where things might go wrong, where your instructions might get misinterpreted. What steps did you forget to mention? Prevent problems by foreseeing them. Even if you can legitimately say the problem was “someone else’s fault,” it’s better if you can prevent the problem through foresight and by taking even more care than you might strictly think necessary. And make sure you define the project you want your assistant to complete. Don’t leave them guessing. What exactly do you expect them to accomplish, beyond “please take care of this”? What’s the “deliverable”?
Ed. note: This is the fifth installment in a new series of posts from the ATL Career Center’s team of expert contributors. Today, we have some advice, aimed at new lawyers, from Desiree Moore, an experienced Biglaw attorney and President and founder of Greenhorn Legal, LLC, on dealing with generational differences in the workplace.
These days, in almost every legal practice, practitioners range in age from 25- to 80-years-old. New lawyers are starting their careers younger and younger and attorneys are retiring later and later. As a result, there are significant generational differences between the youngest and oldest attorneys within the same legal practices and often these differences can lead to misunderstandings, frustration, and other negative consequences.
New lawyers may misunderstand what is being asked of them; older lawyers may misunderstand the information that is being communicated, or the manner in which the information is being communicated. This is generally not the most productive way for working relationships to be built or work to get done.
If you are considering a virtual law practice, you know that many of today’s solo firms started that way. But why are established, multi-attorney law firms going virtual?
Many small firms are successfully moving part—or even all—of their practice to a virtual setting. This even includes multi-jurisdictional practice spanning several states and practice areas, although solo and small partnerships are still the largest adopters of virtual law.
Can you do the same? The new article Mobile in Practice, Virtual by Design from author Jared Correia, Esq., explores how mobile technology bring real-life benefits to a small law firm. Read this new article—the next in Thomson Reuters’ Independent Thinking series for small firms—to explore how a mobile practice:
Reduces malpractice risk
Enables you to gather the best attorneys to fit the firm, regardless of each person’s geographic location
Leverages mobile devices and cloud technology to enable on-the-spot client and prospect communication
Transitioning in-house is something many (if not most) firm lawyers find themselves considering at some point. For many, it’s the first step in their career that isn’t simply a function of picking the best option available based on a ranking system.
Unknown territory feels high-risk, and can have the effect of steering many of us towards the well-greased channels into large, established companies.
For those who may be open to something more entrepreneurial, there is far less information available. No recruiter is calling every week with offers and details.
In sponsorship with Betterment, ATL and David Lat will moderate a panel about life in-house and we’ll hear from GCs at Birchbox, Gawker Media, Squarespace, Bonobos, and Betterment. Drinks, snacks, networking, and a great time guaranteed. Invite your colleagues, but RSVP fast, as space is limited.
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.