What’s going on over at Orrick? Spring bonuses, that’s what — but with a twist.
As we’ve noted before, Orrick remains committed to merit-based compensation, even though some other firms that started moving away from lockstep have returned to it. Orrick’s approach to spring bonuses reflects the meritocratic orientation of its compensation.
In the first, second and third parts of our Career Center “Tip of the Day” series, focused on how to evaluate a counteroffer, we covered the importance of re-evaluating your current employment situation, assessing what the new firm is offering, and analyzing the counteroffer of your current firm. It is now time for you to consider the ramifications, both tangible and intangible, of accepting the counteroffer and reneging on the new firm.
What do you get when you cross Top Chef with Mark Cuban’s The Benefactor (anybody remember that? HA), steal half the name of America’s Next Top Model, and throw in inexplicably famous “chef” Curtis Stone? Only the single greatest reality show on NBC during the 8 p.m. time slot on Sundays: America’s Next Great Restaurant.
This groundbreaking pilot’s premise is that people who did boring things with their lives because they were too poor or risk-averse pitch restaurant franchise ideas to Curtis, Bobby Flay, and two other judges that nobody recognizes, who then back the winner with money from NBC’s budget their own wallets to open three identical restaurants so they can fail in three different cities at the same time.
As you may have guessed, America is not watching, the show is not Great, and I somehow doubt that The Spice Coast (or whichever proposed restaurant wins) will threaten the national hegemony of McDonald’s, although I might order it from Seamless Web. If I liked Indian food. Which I do not.
In any event, competing in “ANGR” is one of our own…
You know associates are pissed when they end their emails to Above the Law with lines like this one, from a message we received last night:
NO ONE SHOULD COME HERE. EVERYONE HERE SHOULD LEAVE.
Jacob Riis photographs associates at one Biglaw firm
That’s what happens when you tell your associates that they’re going to get paid significantly below market and like it.
Several firms have not yet announced spring bonuses, and associates at these firms are annoyed. But there are only a handful of Biglaw firms that cut associate salaries back during the recession and have not yet brought their people back to market-level base compensation.
One of the firms that is lagging behind the rest of the market had an “all associates” conference call yesterday, during which management tried to explain why associates were being underpaid and undervalued by the firm.
Law firms, and in-house law departments, should be outer-directed.
I realize that I just invented the word “outer-directed,” and sensible people might choose to call this concept being “client-focused.” But “outer-directedness” is broader than mere client focus — and I invented the word, so it’ll mean what I want it to mean.
At a firm, lawyers should naturally be client-focused, in the sense that client work comes first and most internal matters come second. “Outer-directedness” implies not just client focus, but a more general external focus — devoting efforts to impressing the world, rather than to impressing others within the firm.
We should naturally spend our professional time serving our clients. And, in a law firm setting, we should spend our semi-professional time gazing out through our office windows, not peering inwardly down our own corridors. If a case just settled and you have some free time, spend that time impressing the world, not your colleagues. Join a non-profit board, work for a bar or trade association, write an article, give a talk. Raise both your personal and your firm’s profile. That benefits the world and serves institutional purposes. Don’t spend your spare time impressing your colleagues.
We should of course be nice to each other, but that’s civility, not having an undue inner focus. I’m opposed only to the stuff that goes beyond civility, which I’ll delicately call “office politics”….
I was kidding around with some of the guys at my gym, tossing around the question – would you fight Mike Tyson for $3 million?
One of them joked – I think he heard this on Howard Stern – that he’d fellate Mike Tyson for $3 million. He could spend the first $1 million on mouthwash and retire on the rest.
Then another guy spoke up, a sometime professional heavyweight boxer. (I’m not making this up, he really has boxed, for big money, not too long ago – and has plans to do so again.)
“It’s not worth it. Mike would destroy you. There would be no retirement.”
He went on to explain what he meant. He knew from experience – this guy had been in the ring. You’d have more than bruises – you’d have concussions, brain injuries, damaged bones and joints. You’d never be the same – and it wouldn’t be worth it. You’re better off not having $3 million but appreciating the finer things, like being able to walk and talk and think.
I saw his point.
Biglaw is also not worth it, even for big money. That’s because it, too, destroys you – just like Iron Mike…
So this month, we went out of our way to nominate potential Lawyers of the Month who were still breathing. The desire of our readers to bestow this honor posthumously is laudable, but we don’t want to this feature to end up like the “dead people” reel at the Oscars, where folks bet on which deceased celebrity will get the most applause.
Being forced to choose only among living candidates, Above the Law readers perhaps started another trend we’re sure to see in future Lawyer of the Month contests: they voted for a guy who is no longer a practicing attorney…
In the first and second parts of our Career Center “Tip of the Day” series, focused on how to evaluate a counteroffer, we covered the importance of re-evaluating your current employment situation and assessing what the new firm is offering you, to determine whether it addresses the issues/shortfalls of your current firm. Today we’ll discuss how to carefully analyze your firm’s counteroffer to see if it is really better than the new offer.
Thanks to Ben Mezrich, David Fincher, and Aaron Sorkin, we all feel like we know the backstory of the creation of Facebook (shameless plug: please like the ATL Facebook page). It goes something like this: Mark Zuckerberg was a shady little brat, who screwed over his one friend while he was building what would become a multi-billion-dollar company. Roll credits.
Legally, just yesterday it seemed that Zuckerberg and Facebook were finally in the clear. The Ninth Circuit told the amazingly privileged Winkelvoss twins to go away, and it appeared that everybody could go back to masturbating to Facebook friends without worrying about who really owned the thing.
But not so fast. There is another outstanding Facebook lawsuit that has recently been amended and refiled in federal court. We’ve reported before on the claims of fraudster Paul Ceglia. Now he’s back, and he’s got some explosive new evidence to support his claims to 50% ownership in Facebook — as well as new counsel.
Is the evidence credible? It depends: do you trust DLA Piper?
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.
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.
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!