In a job market as dismal as this one, you would think that I would advise taking anything you can get. You would be wrong. I recommend carefully weighing the desperate need for a paycheck against the prospect of selling your soul, or at least performing work that you despise.
I am not talking about doc review, or procurement law here. I am talking about going to work for a Catholic organization when you are agnostic, or taking a gig in a firm that does work that is abhorrent to your belief system. It is easy to preach when one has a job, but I am routinely asked about obtaining in-house positions, and my experience (when I was too stupid, or afraid, to say “no”) gives me a certain gravitas when it comes to this issue….
At big law firms, a few folks engage in “training,” but very few bother with “coaching.”
That is: A partner may spend a few minutes training you how to write a brief or take a deposition. But, if you prove ineducable, the partner will promptly cut his (or her) losses: He won’t ask for your help anymore; he’ll pluck you out of his life. You won’t be fired; you’ll simply be forced to solicit work from other partners. You’ll never be “coached” about what you did wrong, except (maybe) at the end of the year, when some guy you never worked with evaluates you by reading aloud a comment that “one partner said you don’t write very good briefs.”
Corporations are different. Coaching is the name of the game: You can’t think? We’ll coach you!
Suppose your company has a system: All payments are run through the finance center in New York; all emails are encrypted by a certain process; all reports on a certain subject contain items 1 through 10.
As sure as I’m sitting here, someone on the sales side of your company will tell you that we must make an exception for his new client. For this client only, we should run the payments through Canada, use a different encryption service, or delete item 5 and add items 11 through 14 to the report.
Because you’re reasonable, you’ll explain that this isn’t possible: “We have a system that is hard-wired into the computers. We have 3000 different clients. We are able to offer clients only what the system permits. If we start making exceptions for particular clients, then costs will escalate and we’re sure to make mistakes. Please don’t ask us to tailor our systems to fit your client, because we just can’t.”
The sales guy will then sputter and turn red in the face: “But this client is different! This is the firm’s biggest client! And the best! And the one with the highest margin!” . . .
I have heard the ad messages many times: “hire a veteran, hire an older person, hire the handi-capable.” (First commenter to get that last reference wins). As someone who went through a period of “transition” — read: “you’re not going to make partner, you might want to start looking,” I know all too well the difficulty of a job search. And this was before the current down times in hiring. I would say that one of the worst aspects of such a job search is sending off the application packet to unknown, faceless people who likely have a pile of hundreds of such packets to sift through. It’s the faceless part that is the focus of today’s column.
As an in-house attorney, I am fortunate to be on the buy side in one aspect of my job — hiring outside counsel. Firms clamor for our attention (and dollars) and it is nice to be on this side of that fence. Business development is hard. And it sucks. But in our community we have a perfect storm for the idea I am proposing today — we have a large pool of “in transition” attorneys and we have several firms of moderate to large size all wanting business from my company. So I propose the following: we have an event where a pool of these in transition folks are in a room with representatives from the firms, and where face-to-face networking can take place and résumés can be left with actual people…
If you aspire to work in Biglaw, it’s likely that you’ve already got a certain air of je ne sais quoi about you. You’re probably a prestige whore who looks down your nose at others whom you deem to be inferior to you. You probably think you’re the sh*t, and you firmly believe that others should think so too. You know people call you a jerk behind your back, but you don’t care because you know they’re just jealous. You are the most special and unique of all snowflakes, and people should be honored to breathe the same air as you.
Congratulations! You’re an arrogant a-hole, and there are many firms that would be glad to have you among their ranks — because according to the latest survey results, they’re filled to the brim with people just like you.
Which Biglaw firms are just as cocky as you are? Luckily, there’s a ranking for that…
If you don’t like jokes or games, then you’re a stiff. No matter; you can join the party anyway! One website guaranteed to fascinate stiffs has created some remarkable maps; I’ve linked here to one showing all nuclear explosions since 1945. If that map doesn’t tickle you, click through the categories and find others that do. Go ahead; it’s my birthday!
It was one of those calls where the Customer just wants to vent to someone perceived to be in authority. They are upset at your Company for something or other, and have already taken the sales team to task. Now, it’s your turn. Some might say that the weight of the Customer on your bottom line should determine the amount of obsequiousness you serve. I would argue that in the scheme of things, it really does not matter the size of the Customer, falling on one’s sword can repair damage quicker than a protracted rant session that ultimately devolves into he said, she said.
Would you rather be a great lawyer or be perceived as being a great lawyer?
For many people, I think the answer to that question varies over time: At age 30, you’d rather be a great lawyer. At age 60, you’d rather be perceived as being a great lawyer.
Because, over time, your reputation may come to track reality. If you’re perceived as great when you’re 30, but you’re actually no good, that truth may out over time. As you age, your reputation may catch up with you.
By the time you’re 60, your professional horizon will have shortened, and it’s less likely that the world will unearth your incompetence. If you’re perceived as being a great lawyer when you’re 60, you may well make it to retirement unscathed.
What of law firms? Would you rather that your firm be great or be perceived as being great?
Judy Sheindlin once told me, “don’t go to law school, the world has enough lawyers.” My response was, “that may be true, but are there enough ‘good’ lawyers.” I posit that the answer is no, there are not enough ‘good’ lawyers. We practice in a field where there is certainly of glut of licensed professionals. And unlike doctors, there is not a constant worldwide need for our services, no matter how self-important we have deluded ourselves to be. I wrote last week about attending the ACC Annual Meeting, and having an enlightened moment of how very much in this field I don’t (can’t) know. Not for want of desire, but because of the evolution of technology, and good old case law.
It made me truly feel for those folks tasked with compliance for their companies….
As we have discussed the past twoweeks, Biglaw business development is not easy. The available flavors at the Biglaw business development ice cream stand are hardest (cold calls), harder (intra-firm networking and beauty contests), and plain old hard. As in turning referrals and unsolicited contacts from prospective clients into engagements. That is hard to do, but nowhere near as difficult as trying to land the matter when the prospective client has not invested in contacting you beforehand, or at least heard about you from a source that they trust. There is a reason rainmakers take the largest share of the Biglaw pie, even at white-shoe lockstep firms.
Getting other lawyers to refer you matters, even from within your own firm, is hard. The foundation one needs to generate referrals is the exact same one that is required to have success generating business through other methods. But there is an extra ingredient, or at least a greater emphasis on a particular ingredient, that needs to be there if you hope to get referrals. That ingredient? Let’s call it likability. No matter how skilled a lawyer you are, or how hallowed your reputation, you simply must be likable in order to generate referrals. Of course, the definition of likability becomes quite a bit more expansive when applied to lawyers considered at the top of their fields. Simply put, the person referring you has to feel good about making the referral, and they are much more likely to feel good if they consider you an agreeable person, at least to do business with.
Unsurprisingly, the definition of likability in the Biglaw context is quite different from the standards we normally apply when talking about the real world. For those who like analogies, consider that Biglaw likability is to indisputable real-world likability as Biglaw “hot” is to indisputable real-world hotness….
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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