The Career Center is featuring a special series this summer for law students who want to excel as summer associates and ultimately secure permanent offers. Starting today and continuing throughout the summer, we will feature tips to help you manage your assignments, juggle conflicting demands, account for your time, handle feedback and criticism, and much more. These tips, focused on helping you navigate your law firm and summer associate internship, are provided by Frank Kimball, a principal of the Kimball Partner Group – a Lateral Link company, and an expert recruiter and former Biglaw hiring partner.
Today’s tips focus on how to maintain an attitude that will help you win over the partners at your firm and put you on the fast track to success. While not known for offering useful legal guidance, Elle Woods from Legally Blonde: The Musical offers great advice to summer associates: “Be positive.” You have already passed the first test, by initially securing the summer associate clerkship. Now you need to show off your dazzling personality — or at least demonstrate that you are at least tolerable during late-night doc review projects that await your future.
Keep the following tips in mind, whether you are working on a legal memo or hanging out at a partner’s summer house in the Hamptons….
You'd smile too if you got home in time for dinner.
Today’s New York Times has a front-page story by Catherine Rampell entitled At Well-Paying Law Firms, a Low-Paid Corner. The article focuses on the phenomenon of “career associates” or “permanent associates” at large law firms. These lawyers are not eligible for partnership consideration and earn less than traditional associates, but they do enjoy a better “lifestyle,” in terms of more-reasonable hours and greater control over their schedules.
These positions generally pay around $60,000, significantly lower than the $160,000 that’s standard at top Biglaw shops. They are typically located not in New York or Chicago or L.A., but in more out-of-the-way places — such as Wheeling, West Virginia, where Orrick has its back-office operations, or Dayton, Ohio, where WilmerHale has “in-sourced” much of its work.
We mentioned the Times article earlier today. Morning Dockette was not impressed: “Career associates get to have ‘lifestyle’ jobs at Biglaw firms — but really, what kind of a lifestyle is it when you have to live in a crappy city with an even crappier salary?” Elie has also criticized these positions, characterizing them as “barely legal” jobs.
But such criticism might be overly harsh. Let’s look on the bright side….
You just wonder if Jones Day could try recruiting adults instead of making a bunch of rules to regulate the kids they have there. Think about it: one of the defining features of Jones Day is its policy of secrecy regarding attorney compensation. The firm is worried about petty jealousies sprouting up between competing attorneys over compensation. Other firms handle this problem by assuming their people can act like trained professionals, Jones Day thinks that its people can’t handle the truth.
This condescending view doesn’t just apply to salary information. Apparently, Jones Day employees cannot be trusted to dress themselves without explicit instructions.
Jones Day has so many nanny-state policies that I’m surprised Mike Bloomberg isn’t a partner in the firm…
Katherine Forrest: Why isn't her net worth higher?
As I’ve previously mentioned, one of my favorite parts of the judicial nomination process is the attendant financial voyeurism. Judicial nominees are required to make detailed disclosures about their finances, allowing us to learn about their income and net worth. For example, thanks to her nomination to the Supreme Court last year, we got to learn about Elena Kagan’s net worth.
Last week, the Senate Judiciary Committee released financial disclosure reports for several of President Obama’s recent judicial nominees — including antitrust litigatrix Katherine B. Forrest. Forrest has been nominated to the mind-blowingly prestigious Southern District of New York, perhaps the nation’s finest federal trial court. As a highly regarded lawyer who has won numerous awards and accolades (listed in her SJC questionnaire), Forrest will fit right in if confirmed to the S.D.N.Y. — a superstar among superstars.
The fabulous Forrest currently serves as a deputy assistant attorney general in the Department of Justice’s antitrust division. She joined the DOJ last October — a commendable public-service commitment that required her to relinquish her partnership in one of America’s mightiest and most prestigious law firms, Cravath, Swaine & Moore. When she left to pursue government service, Forrest had been a Cravath partner for over 12 years (since 1998), and had been with the firm for about 20 years in all (since 1990).
At the time of her departure for the Justice Department, Katherine Forrest had been taking home hefty paychecks for decades. First she was an associate at Cravath, which pays its people quite well, in case you hadn’t heard. Then she was a partner at the firm (reportedly one of the most well-liked and most powerful younger partners) — from 1998 to 2010, a period in which average profits per partner at CSM routinely topped $2 million and occasionally exceeded $3 million. And remember that Cravath is a lockstep partnership with a reported 3:1 spread, meaning that the highest-paid partners make no more than three times as much as the lowest-paid partners. So it’s not possible that she was earning, say, $400,000, while other partners were earning millions (which can be the case at firms with higher spreads).
In light of the foregoing, what is Katherine Forrest’s net worth, according to her Senate Judiciary Committee financial disclosures? Not as much as you might expect….
I’m a huge Red Sox fan. (That noise you just heard were all the Yankees fans skipping ahead to the comment section. Don’t wait, guys. I’ll be right there.) This season began with the highest expectations, after the Sox won the offseason by acquiring superstars Adrian Gonzalez and Carl Crawford and by rebuilding their bullpen. Experts and fans alike were predicting a 100-win season (their first since 1946) and a nonstop flight to the World Series. Instead, the team got off to a horrific start, going 0–6 and 2–10. Since then, they’ve begun to turn it around, finally reaching .500 on May 15. Now they’re just half a game out of first place in the tight AL East.
Part of the reason for this turnaround has been excellent pitching. Jon Lester, the young lefthanded cancer survivor, sits atop the American League leaderboard with a 6–1 record; no AL pitcher has more wins. Josh Beckett, the veteran star rebounding off a couple down years, is 3–1.
Now just looking at wins, you’d think that Lester is outperforming Beckett. But you’d be wrong, because win totals tell you very little about how a pitcher is performing. Just as looking at hours-billed totals tell you very little about how a small-firm lawyer is performing.
Better ways to measure performance (for pitchers and lawyers), after the jump.…
Several readers have sent e-mails asking for advice on how to deliver bad news to clients.
Here’s proof that, if ye shall ask, ye may receive.
Think first about the “bad news” that you’re delivering. You’re not a physician, so you’re not looking a person in the eye and explaining that he or she has just six months to live. That’s really bad news, and that’s hard to deliver. Your job is easy.
Even in the universe of bad news delivered by lawyers, if you’re working with a corporate client, you’re probably getting off easy. You’re not reporting to the client that “the Supreme Court just rejected the application for a stay of your execution” or “the appellate court just affirmed the conviction, so you’ll be doing the time.” The bad news that civil litigators are delivering to corporate clients just isn’t that significant. So calm down.
I’m also ruling out other bad news that folks deliver to, or receive from, in-house counsel. I’m not thinking about telling employees that they’ve been laid off or fired or delivering unhappy performance reviews. I’m not thinking about how you deliver bad news to your own law firm or to a court. And I’m ruling out situations where the bad news results from your own error, rather than an adverse decision by a court. (It’s much harder to tell a client, for example, “I blew the statute of limitations, and your claim is now time-barred,” than it is to tell a client, say, “The court denied our motion for summary judgment.”) So maybe I’m cheating here, by limiting the discussion, but the optimal way to deliver bad news will vary with the situation.
So what’s the best way to deliver news of an adverse judicial decision to a corporate client?
The good folks over at Building A Better Legal Profession — a national grassroots movement that we’ve writtenabout before, which seeks market-based workplace reforms in large private law firms — have updated their online directory and rankings of law firms with new information for 2011. The updated rankings shed light on which top law firms are excelling in such areas as diversity and pro bono work, and which ones still have some work to do.
Let’s look at some highlights from the new data, on such subjects as diversity, partnership, and associate attrition….
Legal recruiters find work for lawyers — and sometimes they create work for them. We previously covered, for example, the litigation between mega-recruiter Major Lindsey & Africa and one of its former employees, Sharon Mahn.
Sometimes recruiters go after each other, and sometimes they go after law firms — firms that don’t pay them the placement fees to which they’re entitled. Recruiter Alan Miles, principal of Alan Miles and Associates, went after Bingham McCutchen — and won, big time.
Summer is almost here, which means summer associates will begin working at major law firms around the world. Will you be summering at one of the law firms profiled below? If you are a Biglaw summer associate and want to know what firm associates really think about the firm you are clerking at, check out the Career Center for great insight on all the leading firms.
Formal training and mentoring are big at this firm, but some associates still feel ill-prepared to handle the actual work they are assigned. As one of the first U.S.-based firms to expand internationally, it can be “sink or swim,” according to Lateral Link members, and there is virtually no chance at becoming partner here. Still, the firm is considered a market leader with respect to family leave and has one of the highest average percentages of new female partners.
Associates at this top-tier firm, known for its intellectual property practice, enjoy the collaborative work environment as well as the manageable work hours. It is a free-market system when it comes to work assignments, but associates in the firm’s satellite offices warn that work may be hard to come by relative to the associates in the main office. With a five- to six-year partnership track and a minimum billable requirement of 1,750, becoming partner is a realistic goal for most associates here.
Law firm marketing and technology don’t always go well together. When firms try to go high-tech, the results are often mortifyingly cheesy.
To avoid humiliation, many law firms — often culturally conservative, risk-averse institutions — play it safe. But caution can also result in some of the worst law-firm websites, ones that get compared to “a seventh-grade history project” or “[s]imply a brochure placed online.”
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.
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