Lat here. Tomorrow is a big day. First, April 15 is Tax Day; we hope that you’ve filed your return — and that you haven’t been taken advantage of. Second, it’s the deposit deadline at various law schools. We hope that you’ve made up your mind — and that you haven’t been taken advantage of.
Helping people make informed decisions is the goal of our popular column called The Decision. We field queries from prospective law students choosing between different schools, offer them advice, and ask ATL readers to weigh in as well.
Now, on to today’s scenarios. We’ve titled them “Jersey Boys” and “The Book of Mormon,” for reasons that will soon become apparent….
I’ve now written more than 250 columns at Above the Law; I’m invoking a point of personal privilege.
Neil Falconer (of Steinhart & Falconer in San Francisco) passed away last week at the age of 91. He was an extraordinary lawyer, a fine man, and a mentor to anyone who had the sense to listen. Between 1984 and 1989, I learned from Neil what it meant to be a lawyer – “be a sponge; soak up the law;” “never tell a small child not to stick peanuts up his nose;” “you take as long as necessary to solve the problem; let me worry about the bill” – and I later dedicated The Curmudgeon’s Guide to Practicing Law to him. I expected to shed a tear when I read his obituary, but I didn’t expect to be dumbstruck. Words are a terribly feeble way to encapsulate a life. And sometimes you’re paid back, years later, for even the smallest of gestures. Here’s a link to Neil Falconer’s obituary in the San Francisco Chronicle. Rest in peace, Neil. And thank you.
Thinking about Neil caused me to reflect on the decision that I made, 30 years ago, to work at a small firm (of 20 lawyers) on the West Coast.
Everyone told me that I was nuts: “You can always move laterally from a big firm to a small one, but you can’t move laterally in the other direction!” “You can always move from a big New York firm to a firm in California, but you can’t move west to east!” “You have to start by getting the ‘big firm experience.’ Then you can always move to a small firm.” “Go to a big firm! That’s how you keep your options open!”
The conventional wisdom isn’t always right . . . .
Alfred P. Sloan, Jr., famed chairman of General Motors in its heyday, has been attributed with saying the following at a top committee meeting:
“Gentlemen, I take it we are all in complete agreement on the decision here.” Everyone around the table nodded in assent.
“Then I propose we postpone further discussion of this matter until our next meeting to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about.”
If you are like many other young lawyers of today, you likely came up through an education system that encouraged teamwork and consensus building in which everyone’s opinion and input were valuable. Warm, encouraging environments that allowed students to discover who they are and develop their own meaning behind their education. Their minds, not something to discipline and develop, but rather soft sponges to hopefully absorb information through osmosis. That there wasn’t really a wrong answer, what mattered was how did you feel about the problem. Which is nice if you care about the feelings of children, but next to worthless in the practice of law…
Ed. note: This is the latest installment in a series of posts on lateral moves from Lateral Link’s team of expert contributors. Ed Wisneski is a Director with Lateral Link, a full-service, multinational legal recruiting firm. Ed’s practice focuses on: (1) working with law firm partners who wish to make successful lateral moves that are personally beneficial, maximizes their profitability and best meets the needs of their existing clients; (2) working with law firm associates who wish to make lateral moves that will enable them to meet their career goals; (3) working with top-level government attorneys who wish to make successful transitions into (or back to) private practice; and (4) working with corporate general counsel to attract and acquire top tier attorneys for important in-house positions. Prior to joining Lateral Link, Ed was a partner and an associate at Patton Boggs LLP, a premier international law firm. Over a 20 year career, Ed developed an ability to work closely with colleagues and clients to successfully navigate complex civil litigation matters. Ed strongly believes that his many years on the “inside” of a top law firm provided him with unique perspectives into the legal marketplace and what it takes to make a successful lateral move. Ed holds a B.S. in Communications from the University of Delaware, and a J.D. from the University of Maryland School of Law, where he graduated cum laude.
If you are a partner in a medium to large law firm, part of your week involves fielding multiple calls from legal recruiters. I know this because for many years prior becoming a Director at Lateral Link, I was a partner at a large international law firm. Towards the end of my tenure, I would receive calls from as many as six legal recruiters in a week, each with an earnest promise that they would find me the perfect job.
Did I take every call? No. But I did take many. Why? Because in today’s highly competitive legal market, it makes sense to know your options.
In a sea of legal recruiters, how can you determine which recruiter is right for you? How can that recruiter help you make a prudent lateral move? How can that recruiter help you test your marketability without causing a distraction to your busy work schedule?
One of the most common soft skills issues that comes up in every environment, whether work, home, or play, is how people deal with others’ negative perceptions or criticisms of them.
When we receive negative feedback from others, most of us go autopilot into some level of defensiveness. We’ll tend to find excuses for our behavior (“I was really overworked at that time,” “I was preoccupied by personal issues,” “That wasn’t my intent,” etc.). Or we’ll blame the other person (“She wasn’t paying attention,” “He’s always so closed-minded,” “She doesn’t get the big picture,” etc.).
Even if any of the explanations above are true, there are other ways of responding to criticism and negative feedback that can be lot more helpful….
Ed. note: Please welcome Shannon Achimalbe to Above the Law. Shannon will be writing about the journey from solo practice to a larger law firm.
Some time ago, I met with a consultant to discuss how I could improve and expand my solo practice. I told him my future goals: to be recognized as an expert in my areas of practice, make lots of money, and have free time for my personal life. He said I could accomplish these goals, but it would depend on how much time and effort I put in. He then told me that I would need to “invest” money in marketing, blogging, networking events, and joining various organizations. I would also need to make plans to upgrade my office and get a staff. Finally, he told me to pick a religion, because I’d be praying often.
But when I looked at the projected costs to accomplish my goals along with the non-guarantee of success, I hesitated. A flurry of questions went through my head: Who do I need to connect with and hire? What niches are marketable and enjoyable? When would I start to see a return on my investment? Where are my potential clients? How many more networking events do I have to attend? Why am I doing this? Am I going to enjoy doing this? When I found myself asking that last question, I knew it was time to look at other options…
Ed. note: This is the latest installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, Casey Berman discusses seven transferable skills that can give attorneys an advantage in the job market.
Some of us lawyers want to leave the law: We are unhappy and dissatisfied with our work situation. We suffer long hours. We find our day-to-day lawyer tasks mostly uninteresting. We are demotivated because we are not included in the partner track discussions. We feel we receive little-to-no mentoring. We are weighed down by high student loans.
And maybe most important, we feel that our professional skill set is not really in alignment with the duties and responsibilities required to be a lawyer. We are not fully confident that we can be a really good lawyer. It’s turning out that what we are good at doing and what we enjoy doing isn’t what an attorney does. We’re pretty sure that this lawyer gig is really not for us.
Ed. note: This is the latest installment in a series of posts on lateral moves from Lateral Link’s team of expert contributors. Ata Farhadi is a Director of associate, partner, and in-house recruiting at Lateral Link. He recruits for Am Law 200 firms, smaller boutiques, and corporations ranging from financial institutions to major entertainment and media outlets. As a Director at Lateral Link, Ata offers market analysis, resume advice, interview strategy and related services to attorneys across the United States, Europe and Asia. Ata is also a proud alumnus of Pembroke College, Oxford, and the University of Southern California (Go Trojans!) and is always happy to hear from alumni of either school.
…quite a lot, actually.
By now, you’ve probably read an article or two on the subject, and know that headhunters are third-party recruiters, tasked with the job of exploring the market to find the best attorneys willing to move for the best firms willing to hire. The very best headhunters aren’t in it to throw mud against the wall to see what sticks, but rather it is in the headhunter’s, the firm’s, and your own interest, to ensure that your transition goes as smoothly as possible, both before and after you are hired.
How exactly do headhunters help? Or, more to the point, how have we helped associates and partners like you? Here are some real-life examples from Lateral Link as proof that the best recruiters really can add value to your search…
The other day I had lunch with five colleagues, each of whom acts as the head of recruitment for a large New York law firm. Despite our best efforts, the discussion repeatedly returned to work and the immense pressure that we all have been feeling in the wake of the “economic adjustment.” Our jobs used to be (relatively) fun in the late 1990s. We fondly recalled the days when one of the greatest pressures that we faced was finding, at the last minute, extra Yankees tickets for an oversubscribed summer associate outing. Well, our roles have changed. Today our primary task is to find for our employers, time and time again, flawless candidates who have made no missteps in their careers.
During the discussion, I kept steering the conversation back to the topic that I address today. I wanted to share with readers the major pet peeves of recruitment staff members in the hope that you can benefit from such disclosures. In no particular order and with no malice:
Today is the first day of April. You know what that means (besides April Fools’ Day jokes). It’s almost time for prospective law students, the future members of the class of 2017, to decide where they want to go to school.
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.
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.