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As comments pile up in the Open Internet proceeding, straining the FCC’s systems, a post on the Commission’s blog got us thinking about transparency.
On July 14, 2014 – the day before the original deadline for initial comments in the Open Internet (a/k/a Net Neutrality) proceeding – in the spirit of transparency the FCC’s Chief Information Officer took to the Commission’s blog to tout the agency’s ability to track the numbers of comments flooding in over the transom. According to a couple of files linked in his post, the Commission had received nearly 170,000 Net Neutrality comments submitted electronically through ECFS (the FCC’s online filing system), and another 442,000 or so by email. Those numbers are a moving target, though, and the target is only moving up: according to a post on ArsTechnica, by 11:00 a.m. on July 15, the tally was up to about 670,000.
About three years ago, a case caught my eye that still sits in the the back of my mind when looking at our firm calendar or speaking with opposing counsel on a matter. It highlights something that should be self-evident to most attorneys. Yet, as this case illustrates, even routine matters can cause extreme problems.
Booher v. Sheeram LLC was a fairly standard slip-and-fall case. A hotel had been receiving a number of complaints about its slippery bathtubs. The hotel subsequently placed non-skid material in the tubs. Regardless, Mary Booher slipped and fell after the non-skid material had been placed. She and her husband sought to recover damages from the hotel and retained an attorney. Things proceeded along as they do in these matters — discovery plus more discovery — and eventually the hotel filed a motion for summary judgment. After an extension was granted, the deadline for a response from the Boohers’ attorney was set for November 7, 2008.
But Booher’s expert was missing a key document, and was going to be out of the country during the deadline for the motion. And her attorney was about to undergo major surgery. He needed more time in order to properly prepare his brief in opposition. Opposing counsel didn’t mind an extension; these things happen. No one wants to be a jerk regarding scheduling matters.
But Booher’s attorney didn’t follow the rules, so it didn’t matter. And he lost his clients their case, not on the substance, but on a technicality:
I’m closing in on 250 columns at Above the Law, devoting many of them to mistakes that I’ve recently witnessed (or heard about) (or, I should say to protect the privilege, simply ginned up out of whole cloth).
Remarkably, I’ve not yet written about an obvious error that occurs regularly: If you say that you will communicate with someone on a certain date, communicate with the person on that date.
Think for a minute about how often people screw this up, both in-house and at law firms.
In-house, some crisis arises. You take the helm. You send an email to the relevant folks in the organization saying, “I’ll get to the bottom of this, and you’ll know the answer by the close of business my time tonight.”
The close of business comes and goes, and what happens?
My friend Pablo told me that when Monica, a partner, called his home at 9:00 p.m., he knew it couldn’t be good. Why not email? For an instant, he considered letting the call go to voicemail. Taking a deep breath, he answered.
Monica wanted to know “where he was” with the brief Pablo had been working on. She had not given him any particular deadline, so he explained that he expected to circulate the draft for review the following evening. The brief was a motion to dismiss, and he knew the deadline to file was still two weeks away. He was allowing the partner one week to review before she had to send to the client, who in turn would have another week to review.
The partner, however, had a different idea. “I want it on my desk tomorrow by 8 a.m.,” she told Pablo.” “Not a moment later.”
Now another top law school — a top, top law school, one that sends many of its graduates into clerkships — has joined Georgetown in departing from the Plan. And the school’s dean has offered a full-throated defense of the decision to diverge.
Which school are we talking about? And is its argument persuasive?
Last year, the law clerk application process was chaotic — perhaps even more chaotic than usual. The disarray even made the pages of the New York Times.
One of the driving factors behind the chaos was the growing number of judges who do not follow the Law Clerk Hiring Plan (hereinafter “the Plan”). Of course, the Plan is entirely voluntary, as certain judges like to emphasize. But following it — at least by a critical mass of judges, especially feeder judges on the Second Circuit and the D.C. Circuit — can provide some measure of order to an otherwise shambolic process.
This year, look for the disorder to grow. At least two top law schools are not following the Plan….
In case you might have forgotten, a summer clerkship at a law firm is a job. You are expected to be at work during normal business hours, to follow instructions, and to complete assignments. The fact that the firm may take you to concerts and fancy restaurants should not control how you perceive the summer clerkship experience. You must determine your priorities and plan accordingly. By far, the most frequent problems encountered by summer associates are the challenges presented by handling multiple assignments or meeting tough deadlines. This week’s Career Center Summer Associate Tips Series features advice on managing your assignments and deadlines from Lateral Link’sFrank Kimball, an expert recruiter and former Biglaw hiring partner.
Lawyers live in a world of deadlines — depositions must be taken, briefs must be filed, statutes of limitation will run, deals must be closed, and client presentations may be made. Some deadlines change unexpectedly. Others are immutable. Before tackling any assignment, you must understand the relevant deadlines….
If the law firm is a circus, the summer associates are the clowns –- albeit clowns with one heck of a paycheck. I could go on and on with other circus-themed comparisons: the partner is the ring leader, the senior associates are the lion tamers, the junior associates on document review are the shovelers following the elephants to “sort” what comes out. But this post focuses on the summer associates who, like clowns, must learn how to juggle –- and instead of balls or bowling pins, summer associates must learn how to juggle several work assignments simultaneously.
According to Lateral Link’sFrank Kimball, an expert recruiter and former Biglaw hiring partner, one of the toughest challenges for young lawyers is managing their own workload. It is difficult to estimate the time that a project will take, especially since nothing in law school prepared you for the actual practice of law. Not to mention you will be working for several partners and attorneys simultaneously, which places an additional burden on you.
Here are some tips to help you juggle your assignments….
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.
Things have changed recently in Korea – a few of our US and UK client firms are looking, very selectively, for a lateral US associate hire. Until just recently, there was not much hiring like this going on in Korea, since US and UK firms started opening offices there. We have already placed two US associates in Korea in the past month at top firms. Most of the hiring partners we work with in Korea do not actively work with other recruiters.
If you are a Korean fluent US associate in London, New York or another major US market, 2nd to 6th year, at a top 20 firm, with cap markets or M&A focus (or mix), or project finance background, and you are interested in lateraling to Korea to a top US or UK firm, please feel free to reach out to us at email@example.com or firstname.lastname@example.org. Our head of Asia, Evan Jowers, was just in Korea recently, and Evan and Robert Kinney will be in Korea in a few weeks. We are in the process of helping several firms open new offices in Korea (a number of which are interviewing our partner level candidates) and also helping existing offices there fill openings.
Professor Joel P. Trachtman has developed a unique, practical guide to help lawyers analyze, argue, and write effectively.
The Tools of Argument: How the Best Lawyers Think, Argue, and Win is a highly readable 200-page book, available for about $10 in paperback or e-book. Chapters focus on foundational principles in legal argument: procedure, interpretation of contracts and statutes, use of evidence, and more. The material covered is taught only implicitly in law school. Yet, when up-and-coming attorneys master these straightforward tools, they will think and argue like the best lawyers.
For most attorneys, time spent managing the books is a necessary evil at best. Yet it is undeniably a crucial aspect of running a successful practice. With that in mind, we invite you to view or download a free webinar by Above the Law and our friends at Clio to learn how to better manage your finances.
Take this opportunity to learn what it takes to streamline your accounting and get the most out of your time. The webinar agenda:
● The basics of accounting for lawyers.
● How legal accounting differs from regular accounting.
● Report and reconciliation issues surrounding trust accounts.
● How to pick and integrate the best accounting tools for your practice.
● Steps to prepare your tax return for your firm’s income.
Do not miss this crucial chance to optimize your accounting practices. Save time and get back to billing!